Identify potential product or service alternatives
How identify potential product or service alternatives are reshaped as AGI capability advances.
The bottom line
Roughly 85% of the work in Identify potential product or service alternatives is information-shaped — already within reach of AI delivery. The question here is not whether it shifts, but which tasks go first and who staffs the residual.
Why: With no child occupations seeded, this score relies on the APQC lens ('Define the business concept and long-term vision') and the process description. Examining market alternatives and building business cases for go/no-go decisions is purely cognitive, screen-based knowledge work (market research and information synthesis), placing it firmly in the digital band.
grounded in the economy graph · digital scalar 0.85 · digital
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How the work flows
Trigger: A strategic review, cost-reduction initiative, or performance gap triggers a search for alternative products or services in the market.
- Define functional and financial criteria for alternatives
- Research the marketplace for available substitute products or services
- Evaluate alternatives against current offerings
- Develop a cost-benefit analysis for viable substitutions
- Draft the business case with risk assessments
- Execute the final go/no-go decision on replacement
Outcome: A formal business case is delivered, concluding with a clear go/no-go decision on adopting the identified alternatives.