Your journey
What Metis means for your organization
Metis raises an organization's ability to act intelligently, one unit and one decision at a time, and shows the score moving as it does. Data availability comes first, and it is scored decision-driven, not data-driven: for the decisions that matter, not for the data that happens to exist. This is what the journey looks like, what is measured along the way, and what comes back as return on investment (ROI).
Where it happens
The unit is where the score lives
Metis works with the parts of an organization that own decisions and a metric: a function, a business unit, a region. Each one gets a score, and the journey is raising it.
A unit owns decisions
Finance closes the books, sales forecasts the quarter, supply chain replenishes the shelves, service resolves the ticket. Each of those is a decision with an owner, alternatives, and a consequence.
A unit reports a metric
Close-cycle days, forecast accuracy, stock-outs, cost per interaction. The metric the unit already reports is the one the journey is measured on. Nothing new is invented for the purpose.
A unit has a score
The Corporate Intelligence Capability (CIC) score, 0 to 10, says how intelligently the unit can act today: which instruments its data can reliably carry, from reporting through to agents that act. Raising it is the journey.
You cannot have AI, or intelligence, without data availability. The CIC score is where that sentence becomes a number a unit can move.
What CIC means
How intelligently a unit can act
Corporate Intelligence Capability (CIC) is the ability of an organization, or a unit inside it, to act intelligently: to make quality decisions, make them fast, and make many of them. Picture someone in a dark room with a flashlight. How well they can act in that room depends first on what the light reaches, and a bigger brain does not help with the corner it never lit. CIC is how intelligently a unit can act. The flashlight is its data.
Quality decisions
The decision process is sound: the right frame, real alternatives, reliable information, clear trade-offs, sound reasoning, and commitment. Limited by whether the data is true, complete, and understood.
Fast decisions
Made at the speed the world changes. A weekly report cannot run an intra-day pricing decision. Limited by whether the data is current when the decision is made.
Many decisions
Made at scale and repeatably, up to and including without a person in the loop. Limited by whether the data can be reached, is permitted for the purpose, and is in a form software can use.
The CIC score, 0 to 10, is roughly how far down the list of instruments a unit can reliably go for the decisions that matter to it: say what happened, say why, say what is next, pick the best move, answer questions about it, and act on it. Each step needs a brighter, steadier, more trustworthy light than the one before.
The journey
Six steps, each one visible
Forward-deployed engineers land Metis inside the unit. Every step ends with something the unit can see in the system, not a slide.
- 01
Inventory the decisions
The few decisions with the most at stake, written down with their owners, alternatives, objective, frequency, and the metric they move.
What the unit sees
Its decisions, named and owned.
- 02
Score the data
Each decision's data is scored on the ten availability dimensions against the instrument it needs, with evidence, and the weakest gap is named.
What the unit sees
An availability profile per decision, and the unit's first CIC score.
- 03
Write the returns chain
The investment, the CIC score to reach, the instruments that reaches, the metric it moves, and the baseline it moves from, agreed with finance before any work starts. Return on investment (ROI), written down first.
What the unit sees
A returns statement it can hold us to.
- 04
Raise what is short
Connect what exists, conform and govern it, and create the data that was never captured, inside the unit's own tools.
What the unit sees
The gaps closing, dimension by dimension.
- 05
Run what the data can carry
Reports, models, grounded answers, and agents, one decision at a time, each admitted when its data meets the bar for that instrument.
What the unit sees
Instruments in use, with every score carrying its confidence.
- 06
Measure, re-score, hand over
Every decision is logged with what was expected; outcomes are measured at the horizon; the profile is re-scored on a cadence; the unit's own teams run the loop.
What the unit sees
The CIC score moving, the metric moving, and the returns stated.
By role
What changes for the people in the unit
The same journey lands differently depending on where you sit.
Platform and AI leaders
A measured ceiling before anything is funded, so the change effort goes to instruments that can work. Governance, access, deployment, and audit stay centrally owned; every team gets a governed path from question to production.
Data and engineering teams
Work orders with a named cause. A binding gate says which dimension is short for which decision and which discipline owns the fix, so pipelines, sources, and models are built for decisions, not for a backlog.
Business and analytics teams
Answers from live data in plain language, scoped to the access you already hold, with sources, freshness, and confidence shown, and with your decisions recorded so the next answer is better than the last.
Where you start, where you go
Four named tiers on the CIC scale
Every unit starts somewhere on the CIC scale, 0 to 10, and the named tiers say plainly what is reliable at each score. The full scale is on the CIC scale page.
Incapable, 0 to 2
No instrument is reliable. The work is capture and centralization, not AI.
Foundational, 3 to 5
Reporting and diagnosis work. Prediction and generation will not be reliable until quality, meaning, and governance reach the model-ready profile.
Analytical, 6 to 7
Predictive, prescriptive, and grounded generative instruments are trustworthy. Agent pilots still need heavy supervision.
Autonomous, 8 to 10
Agents can act, under per-action permission and full provenance. A small minority of organizations are here today.
Start with your decisions
Bring the decisions that matter and the data you have. The first thing we do is score them; the second is show you what moves the score.