3 archetypes: how companies approach AI adoption

 

Laura Stevens

As organizations navigate the AI revolution, we see three distinct AI adoption archetypes emerging. Each represents a different approach to leveraging AI, whether as a growth engine, an enterprise-wide transformation enabler, or a deep functional enhancement.

1. Outward AI: AI as a revenue generator (AI as a product/service)

These companies place AI front & center in their business or operating model, using it as a core differentiator/growth driver. AI isn’t just a supporting tool, it’s a core product or a revenue enabler.

Characteristics

• AI-powered products, services, or business models.
• AI as a monetizable asset—from AI-powered subscriptions to new data-driven services.
• Heavy investment in proprietary AI capabilities and R&D.

Examples of AI as a revenue generator

Spotify

AI-driven personalized playlists and audio discovery models directly impact engagement and subscription revenue.

Tesla

AI-powered autonomous driving as a central value proposition.

OpenAI

AI-based GPT models offered as a core product.

Netflix

AI-powered content recommendation drives customer retention and revenue.

2. Holistic AI: AI as an enterprise-wide transformation engine

Organizations in this category view AI as a cross-functional enabler, embedding it across all business units and operations to drive efficiency, resilience, and decision-making.

Characteristics

• AI-driven automation and efficiency across multiple domains.
• Focus on real-time data, predictive analytics, and proactive decision-making.
• AI used to enhance resilience, adapting dynamically to changing business conditions.

Examples of AI as an enterprise-wide transformation engine

Walmart

AI-driven supply chain optimization, inventory management, and dynamic pricing.

Amazon

AI integrated across logistics, personalization, fraud detection, fulfillment centers.

Shell

AI-powered predictive maintenance, drilling optimizations, energy efficiency initiatives.

Unilever

AI adoption across marketing, R&D, and sustainable sourcing.

3. Deep AI: AI embedded in a specific domain

Rather than applying AI broadly, these companies go deep, embedding AI into one key function or business area where it can drive maximum impact.

Characteristics

• AI is highly specialized within a key operational area.
• Strong integration with industry-specific workflows or customer touchpoints.
• AI-driven transformation focused on single domain vs enterprise-wide implementation.

Examples of AI embedded in a specific domain

Klarna

AI-powered customer service automation, using AI chatbots and predictive insights to enhance user experience.

John Deere

AI-driven precision agriculture, optimizing crop yields with machine learning.

Starbucks

AI-powered loyalty program personalization and real-time menu adjustments.

Lufthansa

AI in customer support and flight disruption management.

Why archetypes matters (and the relevance of different AI approaches)

As AI adoption accelerates, organizations face a critical choice: How will AI shape their future business model and operations? The three AI archetypes – Outward, Holistic, and Deep – provide a strategic lens to help companies clarify their AI ambitions, align investments, and make informed decisions about where and how AI should drive value.

1. Strategic clarity: Matching AI ambition to business goals

Understanding these AI archetypes helps companies answer key strategic questions:

• Is AI a core revenue driver (Outward AI)?
• Should AI be embedded across all functions to enhance decision-making and resilience (Holistic AI)?
• Is the best approach to specialize AI in a specific domain for maximum impact (Deep AI)?

By defining an AI archetype early, organizations can ensure that AI adoption is purpose-driven, not just exploratory.

2. Investment & prioritization: Where to focus resources

• Outward AI companies should prioritize AI R&D, build proprietary models, and monetize AI services.
• Holistic AI companies need to invest in AI infrastructure, cross-functional data sharing, and real-time decision systems.
• Deep AI adopters must optimize AI in a focused domain, ensuring deep integration with business processes.

Without a clear AI strategy, companies risk spreading resources too thin or investing in AI without clear ROI expectations.

3. Operating model alignment: Structuring AI for impact

Each archetype requires different organizational capabilities, governance structures, and AI talent strategies:

• Outward AI needs strong AI innovation teams, product managers, and scalable AI infrastructure.
• Holistic AI requires a company-wide AI governance framework and cross-functional collaboration.
• Deep AI demands deep expertise in one domain, ensuring seamless AI integration into workflows.

Without a structured AI operating model, even the best AI strategies may fail to scale.

4. Competitive differentiation: AI as a market advantage

AI is becoming a key differentiator in nearly every industry.

• Outward AI companies gain a competitive edge by launching AI-powered products/services before competitors.
• Holistic AI adopters win through faster, data-driven decision-making and operational resilience.
• Deep AI organizations create best-in-class AI-driven experiences in their focus area (e.g., Klarna in customer service).

A misaligned AI strategy could mean falling behind industry leaders who use AI more effectively.

5. AI scalability & long-term success

Some companies start with Deep AI and later evolve into a Holistic AI approach.
Others start with Outward AI innovation, then expand AI across internal functions.

Having a clear AI archetype helps organizations plan for future AI expansion, ensuring that today’s investments align with long-term AI maturity.

Key takeaways

• AI is not a one-size-fits-all journey. The three AI archetypes help companies structure AI adoption strategically.
• Clarity in AI ambition prevents wasted investments and accelerates ROI.
• Aligning AI with business strategy ensures scalability and long-term competitive advantage.
• Companies should evolve their AI roadmap based on their chosen archetype – Outward, Holistic, or Deep.

https://tinyurl.com/nzfuaka6

Do some business models perform better than others?

 

I will read through, hyperlink and briefly comment publications in this blog relating to business models and perhaps some of you will download, read, comment or discuss them with me. The first one is a study of the 1000 largest US firms, conducted at MIT Sloan in 2004.
Do some business models perform better than others? A study of the 1000 largest US firms (Weill et al. 2004)

The paper is a good academic exercise, and it is a difficult task the authors are trying to accomplish. The objectives are many:

1. Define four basic types of business models (Creators, Distributors, Landlords and Brokers)
2. Create 16 specialized variations of the above based on the type of asset involved (Financial, Physical, Intangible, or Human)
3. Classify 1000 companies' business models separately for each reported revenue stream
4. Draw conclusions on how each business model performs in terms of operating income, return on invested capital and return on assets.

Conclusions

The authors come to the conclusions that business models are better predictors of financial performance than industry classifications and that some business models do perform better than others. Specifically, selling the right to use assets is concluded to be more profitable and more highly valued by the market than selling ownership of assets.

As companies seldom explicitly report what business models they use, the authors did use financial reports and their own judgment to allocate revenue across different business models. This is not an easy task. I have worked with several companies using parallel business models where some have the objective to create a demand and increase the return for other business models. Think of companies selling low margin physical products to get customer lock-in for recurring high margin services, or companies providing consultancy services to enable technology and IP licensing.

It is an interesting article with an interesting conclusion. Several companies have over the last decade moved from business models based on transfer of ownership to right based or service based business models. One example is Rolls Royce that instead of selling the jet engine, it owns the engines and provide "power by the hour" by contract. Since its customers only make money when their engines are running, they only pay Rolls-Royce for that time. Rolls-Royce in turn promises to maintain it and replace it, if it breaks down.

https://cutt.ly/F2kDj8U

Six Types of Successful Business Entrepreneurs

Why do some succeed while others don’t? Whether it’s your personality, skill set, or drive, what determines your success as an entrepreneur is not always crystal clear.  The secret to be a succesful entrepreneurs is that there is no one-fits all secret. Often times, accomplishments is achieved by an accumulation of various factors that result in prosperity. If you’re unsure if you have what it takes to be successful entrepreneur, read our ebook, Entrepreneurs’ Guide to Success.

Becoming an entrepreneur is no easy task, so if you’re considering starting your own business, be ready for the endless amount of obstacles that will lie ahead. One way to help you grow into your role is by learning from to the most affluent entrepreneurs. Recently theFounder Institution did a research study testing more than 30,000 entrepreneurs. The study examine various personality and leadership traits among certain leaders to create their 6 types of entrepreneurs. Here are the six personality types that they identified:

1. The Hustler

This zealous salesperson is a real go-getter. The Hustler is extraordinarily confident and driven. Their ambition doesn’t let anything stand in the way of their goal. What makes these leaders stand out is their ability to change gears when necessary, will help them achieve their goals. Mary Kay Ash, is powerhouse of ambition and was able to build Mary Kay cosmetics, a multi-level marketing and direct sale business at the age of 45.

2. The Innovator

Open minded and ready for anything, the Innovator seeks to challenge conventions and develop new ideas. Reexamining our current infrastructure and they’re able to find new ways to improve and recreate these conventions.

3. The Machine

The Machine works consistently to get things done right the first time around.Their intelligence and innate ability to troubleshoot issues allows them to deliver quality results in no time. These individuals look at whole picture, and then pin-point to fix issues that delay the process altogether. Bill Gates, founder of one of the world’s most recognized technology company, Microsoft.

4. The Prodigy

Born with a natural business sense and keen instinct, the Prodigy has intelligence, along with a stoic demeanor. Their strong social skills strongly influence their success. Google Founder, Larry Page is an great example of this type of entrepreneurs with his vision for Google.

5. The Strategist

The strategic mind and creativity of the Strategist ensures that there will always be a solid plan of action. Their long-term vision contributes to their success. One of the most renowned strategist is Steve Jobs and his role in Apple.

6. The Visionary

A Visionary merges their talents with their passions, and the coupling of these two result in their ability to create a strong following. Oprah Winfrey is one example of a Visionary, being widely recognized for her work and executes authority over a mass audience that she’s created over the years.

Each of these six types of entrepreneurs has a unique style, however they’re able to achieve great success by relying on these qualities. Picking the right leadership style, which fits well with your business or industry is essential to your personal success. If you’re interested in viewing the full infographic, find it here.

Do you identify with any of these personality types and leadership styles?

Seizing the right business opportunity will help you tap into your entrepreneurial spirit.

If you are interested in starting your own business and entrepreneurship, consider reading our eBook, Entrepreneurs’ Success Guide.

by WSI 

How brands can take a lesson from literature

At the turn of the 20th century, the Swiss Psychiatrist Carl Jung studied the human condition and concluded that we all act the way we do because we map back to a series of shared experiences. He assigned these experiences to 12 categories. Today, branding experts have stretched archetypes to apply to companies that exhibits certain traits. Thinking about you and your competitors in terms of archetypes can help you find differentiation.

Chart 1 - Types of Archetypes

Chart 2 - Explanation of Archetypes

Chart 3 - Brands and Archetypes

-Kai D. Wright