Nicolas Suchaud, of WEnvision, starts from a tool every product team knows: the Value × Feasibility matrix and its variants (RICE, MoSCoW, Value / Effort). These methods assume that building is expensive. With generative AI and then agents, that assumption collapses: an agent prototype can be put together in a few weeks, and most use cases end up in the top-right corner. The grid no longer sorts.
Three reasons. Feasibility no longer discriminates at the prototype stage: an LLM, a few tools connected via MCP, and a chat interface are enough, and the real costs (production reliability, governance, adoption) don't show up at the point of arbitration. Value depends on context: according to MIT CISR, the same AI capability is safe in one context and risky in another. The constraint is organizational: in Microsoft's Work Trend Index 2026, culture, managers, and HR practices account for 67% of AI's reported impact versus 32% for individual factors — a correlation, not a causal effect.
The author proposes prioritizing decisions rather than use cases, and assembles three grids published in 2026. The AI Decision Matrix by Sebastian, Weill, Haskamp, and vom Brocke (MIT CISR) crosses ambiguity and risk and splits the three stages of a decision — frame, act, learn — between human and AI. It distinguishes routine decisions (automate), consequential decisions (make reliable), exploratory decisions (experiment), and strategic decisions (steer), illustrated with One New Zealand. BCG's grid crosses differentiation and market availability to choose between adopt, partner, build, or buy, supplemented by six signals and one principle: the lightest structure that provides the necessary access. The author singles out reversibility first. Microsoft's four modes (delegation, collaboration, quick question, exploration) classify ways of working; a use case's value changes depending on the mode, and only 19% of users are in the Frontier zone.
The five-slide carousel reproduces each source diagram with its caption and a maxim. The text concludes that value has broken down into three questions and sets out four recommendations: replace the use-case backlog with a portfolio of business decisions, build only what differentiates, measure the organization's maturity, choose the mode before the tool. Scarcity has shifted toward trust, differentiation, and the capacity to change the way of working.