01 · The economic decision
Will AI actually improve the economics of this work?
AI can make work faster without making it cheaper.
A credible economic case must understand how work is performed, what it costs today, what AI could change and whether the future operating model justifies the investment.
A credible AI business case starts with understanding the work, not just pricing the technology.
Explore the economic driversLoading the selected process’s economics…
02 · The economic drivers
AI can do the work. Can your business make the change?
Technical capability is only the beginning. The real opportunity depends on your processes, systems, controls and people — and how much of the change your organisation can realistically put into operation.
All the work in scope
10,000hours a year
What AI could handle
60%6,000 hours
Accountable decisions stay with people.
What can actually change
45%4,500 hours
Systems, data, risk and controls set the limit.
What the business can put to work
28%2,820 hours
Readiness, exceptions and timing decide how much is used.
Illustration · what the business can put to work
28%of the hours in scope are AI-affected
AI-affected effort is not the same as:
- Hours eliminated
- Headcount removed
- Cash saved
Whether any of it becomes cash depends on later decisions about roles, contracts and systems.
AI potential becomes economically meaningful only when the organisation can realistically operationalise it.
See the full operating cost03 · The full cost of AI
The model price is only one part of the cost of running AI.
Production AI introduces consumption, orchestration, infrastructure, oversight and control costs.
These must be evaluated alongside the remaining human and operational costs to understand the future economics of a process.
Loading the selected process’s economics…
What matters is not the price of an AI call, but the full cost of operating the redesigned process.
Explore the evidence standard04 · The evidence standard
Can the economic case withstand scrutiny?
Every economic conclusion depends on assumptions about the work, its cost and the changes AI could enable.
Those assumptions must be visible, their origins traceable, and their validation status distinguished from independently observed operational evidence.
Delta-Lite
What people report
How the work runs, what it costs and where it breaks, as the people doing it describe it. Estimates are shown as estimates.
What the owner reviews
A named process owner reviews the reported picture and approves it as the basis for the decision.
Not part of Delta-Lite
What systems can independently show
Records from operational systems, compared with what people report, to show where belief and practice differ.
A separate capability of the enterprise product system.
Owner review is not independent verification, certification, financial audit or system observation.
Confidence improves when we distinguish what people believe happens from what operational evidence can establish.
See your options05 · The product path
One economic purpose. Different ways to put it to work.
Delta-Lite provides a standalone route to understanding one declared process and its potential AI-native economics.
The wider PurpleAI product system brings enterprise intelligence, observed evidence, context and governed execution to larger transformation decisions.
- Delta-Lite · paid · standalone
Start with one process
- One named process, assessed in a structured workbench
- What people report, reviewed and validated by the process owner
- Current and AI-adjusted economics from the Process Economics model
- Standalone: no other PurpleAI product required
- Enterprise product system
Scale transformation
- Cortex: how work really runs, from people and operational systems
- Delta: economic intelligence for enterprise decisions
- Hippo: context and decision history that outlast the team
- NOVA: approved change, built and run under control
Start with the decision you need to make. Use the level of intelligence, evidence and execution appropriate to it.