Outcome-based pricing is everywhere in the conversation—and nowhere near as common in practice as it might seem. In this session, Bo DiMuccio (TSIA) and Peter Fitzpatrick (Kantata) separate signal from noise and focus on what services organizations are actually doing today.
Overview
Summary
Services leaders are under growing pressure to move beyond effort-based models, especially as AI and automation reshape the economics of delivery. The promise of pricing on outcomes is compelling: stronger margins, tighter alignment with customer value, and a path out of the constraints of billable hours. But inside most organizations, the reality is more complex.
Challenges
Different parts of the business are asking very different questions. Executives see a strategic imperative. Delivery teams see operational risk. Finance sees revenue timing and exposure. And across the board, there’s uncertainty about what “outcome-based” actually means in practice. So what’s really happening in the market?
Key takeaways
What Outcome-Based Pricing Actually Looks Like Today
Learn which outcome-based pricing models services organizations are actually using, and why most firms are not jumping straight to pure outcome-based pricing.
Why Hybrid Models Are Gaining Ground
See how leading organizations are using hybrid approaches like Cost++ to balance customer value, delivery risk, and revenue predictability.
What Has to Change Operationally to Make It Work
Understand the operational shifts required to support outcome-based pricing, from standardization and measurement to attribution and customer alignment.