Opportunity Prioritization

Fluency typically surfaces dozens (that quickly scales to hundreds, if not thousands as you expand) of opportunities across your organization. Rather than hand you a flat list and ask you to compare all of them, Fluency makes an opinionated first recommendation about what to do next, and lets you adjust it based on context we may not know. This page explains how those recommendations are made, in three layers:

1. The short version: what you see in the product and how to act on it.
2. The two scores: how Fluency measures Value and Feasibility.
3. The math: the exact equations, for teams who want to understand the model.

​

The short version

Every opportunity Fluency surfaces is scored on two things:

• Value: how much this opportunity is worth to your business.
• Feasibility: how realistically Fluency can ship and operate the automation today.

Plotting each opportunity on those two axes gives you four quadrants:

​

How to use the recommendation

• Prime movers are the default answer to “what should we automate this quarter?”
• Strategic bets belong on your roadmap, usually with a gating step such as a new connector, a compliance review, or a pilot.
• Quick wins are useful when you need to build internal momentum or prove the model to a skeptical stakeholder.
• Backlog items should be parked or flagged as standardize first before revisiting.

Every recommendation is editable. If you know something Fluency doesn’t (a regulatory deadline, a leadership mandate, an upcoming system migration), you can promote, demote, or re-quadrant any opportunity, and Fluency will preserve your override.

​

The two scores

​

Value: what this opportunity is worth to you

The Value score answers a single question: if we automated this tomorrow, how financially meaningful would it be? It goes up when the work:

• Takes more human time overall (a lot of annual hours)
• Happens frequently, so automating it removes a recurring drag on the team rather than a once-a-quarter push
• Is done by more expensive people
• Creates costly errors when it’s done wrong

Value is customer-relative. A “big” opportunity is defined against the rest of your portfolio, not against other Fluency customers. A $400K opportunity might be a Prime Mover at one company and a Quick Win at another.

​

Feasibility: how realistically we can ship it

The Feasibility score answers: how confident are we that Fluency can deliver this reliably, today? It goes down when the work:

• Requires a lot of human judgement that’s hard to verify
• Depends on systems we don’t yet integrate with
• Is executed inconsistently across teams or regions
• Carries regulatory, compliance, or reputational risk
• Requires an agent pattern we haven’t built before

Feasibility is Fluency-relative. A feasibility score of 85 means the same thing across every customer. It’s a statement about our ability to deliver, not about your organization.

​

The math

This section is for teams who want to audit, tune, or replicate the scoring. If you’re just using the recommendations, you can stop reading here.

​

Value

$$V = H \cdot R \cdot \phi \cdot \epsilon$$ Frequency weight ($\phi$). A reasonable default is $\log(\text{executions per year})$, clamped between 0.5 and 2.0. It’s a modifier, not the main driver; hours and rate should still dominate. $\phi$ intentionally does not double-count hours. $H$ already tells us the total annual time. $\phi$ captures the shape of that time: 2,000 hours spread across 250 daily runs is a heavier felt burden than the same 2,000 hours concentrated into 12 monthly runs, so the daily one gets a small uplift. If you’d rather rank strictly on dollars, set $\phi = 1$. Error modifier ($\epsilon$). A simple form: $$\epsilon = 1 + (\text{rework rate}) \times (\text{rework cost factor})$$ Use a rework cost factor of 1 for time-only rework, and a higher factor (e.g. 3) when mistakes create cash impact such as wrong payments, missed discounts, or penalty exposure.

​

Feasibility

$$F = \frac{1}{C \cdot \iota \cdot \sigma \cdot \rho \cdot \alpha}$$

​

Complexity ($C$)

The key question complexity measures is “how do we know the agent got it right?” (not “does this feel hard?”)

​

Integration Gap ($\iota$)

​

Variance ($\sigma$)

A useful proxy: $$\sigma = \frac{1}{\text{share of executions in the dominant cluster}}$$ If the dominant execution pattern represents less than 30% of runs, Fluency flags the opportunity as standardize first rather than automate immediately.

​

Risk Factor ($\rho$)

Score the action the agent will take, not the broad process area. For example, “recommend a match for approval” may be a 1, while “auto-release the payment” may be a 5, even if both live inside the same underlying process.

​

Agent Reuse Factor ($\alpha$)

$\alpha$ is the only variable that can change without your process changing. As Fluency ships more agents, the same opportunity in your portfolio can become more feasible over time. This also concentrates the agent library around patterns we’ve proven.

​

Normalization

Both axes are normalized to a 0–100 scale, but differently, because they mean different things. Value (customer-relative): $$V_{norm} = 100 \times \frac{\log V - \log V_{min}}{\log V_{max} - \log V_{min}}$$ The log transform prevents a single very large process from making everything else look tiny. The min–max range is scoped to your portfolio. Feasibility (Fluency-relative): $$F_{norm} = 100 \times \left(1 - \frac{\log D}{\log 120}\right), \quad D = C \cdot \iota \cdot \sigma \cdot \rho \cdot \alpha$$ Feasibility uses fixed bounds (a realistic difficulty range is roughly 1 to 120), so an 85 in feasibility means the same thing across every Fluency customer.

​

Ranking into a single list

When you need one ordered list rather than a 2×2: $$\text{Priority} = w \cdot V_{norm} + (1 - w) \cdot F_{norm}, \quad \text{default } w = 0.6$$ The default slightly favors value over feasibility. You can tune this in the product:

• Lower $w$ (e.g. 0.4) when the mandate is “quick wins to build momentum.”
• Higher $w$ (e.g. 0.75) when the mandate is “go after the biggest transformation bets.”

​

Quadrant thresholds

Fluency uses 50 as the default threshold on both axes to split the four quadrants. You can move those thresholds on a per-portfolio basis; for example, raising the value threshold if your leadership has set a minimum-impact bar for this fiscal year.

​

FAQ