A confident idea is not the same as a decision-ready project. These seven questions help leadership teams test an AI proposal before making a commitment.

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Before approving the project

 

Use this framework in the leadership meeting before approving AI spend, pilots, workflow changes or a new operational use of AI.
 
The questions test whether the proposed project is clear, owned, proportionate and defensible.
 
They should be asked before approval, not after launch.​

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The seven questions

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1: Problem​​

What specific business problem are we trying to solve? 

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The problem should be clear enough to explain in plain English and important enough to justify intervention.  A broad ambition such as improving efficiency is not yet a properly defined business problem.

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2: Fit​

​Does AI actually belong in this part of the work? 

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Do not begin by asking where AI could be added.  Consider the task, decision or workflow and establish whether AI is genuinely appropriate for it.

 

3: Work type​

Should this be automated, assisted, augmented, or kept human?

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Different parts of the same role or process may need different approaches.
 
Some work can be automated. Some should use AI for assistance or augmentation. Work involving trust, relationships, exceptions or final accountability may need to remain human.

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4: Simplicity

Is there a simpler process, workflow or decision fix before adding AI?

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The appropriate solution may be to remove an unnecessary step, clarify responsibility or improve the existing process.  Choosing a simpler intervention is evidence of disciplined decision-making.

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5: Value

​Will this create measurable value, or simply add complexity?

 

Name the financial, operational, customer or risk outcome the project is expected to improve.
Leaders should also agree how the value will be measured and when the evidence will be reviewed.

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6: Ownership​

Who owns the outcome, adoption, cost, and risk?

 

A budget owner, technical lead or delivery team is not necessarily the person accountable for the business result.  The decision should identify who owns what happens when the project meets the organisation.
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7: Pause trigger

What evidence would make us stop, reduce the scope, or choose a smaller intervention?

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Agree the warning signs before the project begins.  A pause trigger gives the leadership team a decision control when the evidence no longer supports the original plan.

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How to use the framework

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Put the seven questions on the agenda before approval, not after launch.
 
Ask the CEO, COO and CFO to answer from their own responsibilities: strategy, operations and financial discipline.
 
Do not accept one person’s confidence as a substitute for clear answers across the leadership team.
 
If the answers are vague, pause.
 
The purpose is not to block AI. It is to make the decision stronger.

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The Decision Rule

 

​If the leadership team can answer all seven questions clearly, the project may be ready to move forward with proper ownership and review.
 
If it cannot, the next step is not more enthusiasm.
 
The next step is clarity.  Take a Human Pause before approval.

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