The toolkit for strategic work didn't change gradually. It broke, then rebuilt itself in a different shape.

For most of recent consulting history, the value model was legible: you had access to methods, synthesis capacity, and pattern libraries your client didn't. You'd read more, travelled further, recognised the same problem somewhere else first. Distance was the credential. The report was the product.

That model had been under pressure for years. What happened in the last eighteen months is that it collapsed at the foundation — not just in the tools used, but in the structure of what each phase of work actually requires. Some things became far more available than they used to be. Others became dramatically scarcer.

This methodology maps six dimensions of professional practice and shows how their scarcity profile shifted. The radar doesn't tell you what to do next. It tells you where the value actually sits — now.

How to use it

Tactically — use this to audit where you spend your time. If most of your hours sit in dimensions that shifted toward high availability (things AI can now do well), that's not a personal failing. It's a repositioning signal. The radar gives you a shared language to have that conversation with your team without it becoming defensive.

Strategically — use this in client or leadership workshops to surface unspoken assumptions about where expertise lives. Most organisations are still pricing and staffing for the old shape of work. This makes the shift visible, discussable, and actionable — before it arrives as a surprise in a procurement conversation or a team restructuring.

Hover each dimension to see the before/after scarcity gap. Click a stage in the work topology below to explore what that phase looked like then — and what it looks like now.

The six dimensions above are not a diagnosis of your specific practice. They are a map of the terrain. Where you stand on each axis depends on what you've been selling, how you've been staffed, and what your clients have been paying for.

The useful question isn't which dimensions shifted — they all did. The useful question is: which ones are you still being compensated for at the old rate?

That gap — between the price you charge and the actual scarcity of what you deliver — is where repositioning work begins.