how it comes together
AI is changing the work.
AI is changing the work.
Nobody asked the workforce.
about 15 minutes a day, for five days
1
Business context
asked of everyone, not just the CEOFive single-select questions up front, plus industry and role. No free text.
- What happens if we make no further progress with AI
- How often AI actually reaches a decision here
- Where we sit against our market today
- Where we need to be in two years
- Who is responsible for how we use AI
Leadership's viewWhat the top of the house says the stakes, the standing and the owner are.
The organization's viewWhat everyone else says about the same three things.
when the top and the floor describe two different companies, it shows up here.
2
The AI Maturity picture
5 domains, 24 componentsSituational items plus a self-reflection statement for every component.
- Foundations & Reality
- Critical Engagement
- Applied AI & Productivity
- Responsible AI
- Strategy & Management
ActionsWhat people do when the situation calls for a decision.
Self-PerceptionWhat those same people believe they are able to do.
where the two disagree is where change has to start. a human-designed rubric reads the answers. AI never judges a person.
Eight lanes of the business
lane 1Growth and competitive positionDoes AI change what we can sell, and are we moving faster than our market?
lane 2Productivity and costCan we get more done at the same cost, in real work rather than in demos?
lane 3Quality of work and decisionsIs what AI touches good enough to ship, file, or act on?
lane 4Customers and reputationCould the way we use AI cost us trust with the people we serve?
lane 5Data, security and privacyCould confidential data or IP end up somewhere it should not be?
lane 6Compliance and legal exposureAre we on the right side of what already applies to us?
lane 7Workforce readinessDo our people understand this well enough to be trusted with it?
lane 8Ownership and governanceWho is responsible, and are there rules that anyone actually follows?
a plan for lane 1 is fiction if lane 7 is empty.
Who gets what
for the CEO
The leadership overview
Where the organization stands, and where it believes it stands. That distance is the part nobody has told you.
for the plan
Where to start
What to fix first, what's involved, and what progress looks like.
for each person
A private report
Their own strengths and growth areas, with resources matched to what they are actually working on.
patterns, opportunities, actionable so-what plan and recommendations
about 15 minutes a day, for five days