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01 · Assess our readiness

Find the dimension that decides what is realistic.

Where does my organization actually stand?

Draft pathway. This content was written for the site and is awaiting content-owner review. The learning material in Learn with AI and Build Responsible AI has already been reviewed; this pathway has not.

01 / Understand it

Readiness is seven things at once: strategy, data, technology, people, culture, governance, and ethics. Most teams are strong in two or three and quietly weak in one. The weak one sets the ceiling.

  • Assess the whole, act on the weakest

    A capable tool cannot compensate for an unclear purpose or a missing reviewer.

  • Separate what you know from what you assume

    Mark each dimension as confirmed, uncertain, or not yet examined. Uncertainty is a finding, not a gap in the exercise.

  • Readiness is per-use, not per-organization

    A team can be ready to draft workshop reminders and not ready to adapt learning materials.

02 / See it in context
Meet MayaCommunity learning coordinator

Maya coordinates community workshops with a small volunteer team. She is considering AI assistance for participant communications. Her programme purpose is clear and her materials are approved, but no one has agreed who reviews an adapted message before it reaches participants.

Maya and every example here are prepared learning material, not a real case or an AI-generated result.

03 / Work through it

My readiness assessment

  1. Name one specific use

    Write the single activity you are assessing, in one sentence. Assess that, not 'AI for our organization'.

    You produce
    One named use.
    Ask yourself
    Could a colleague tell from this sentence exactly what would change?
  2. Rate the seven dimensions

    For strategy, data, technology, people, culture, governance and ethics, mark confirmed, uncertain, or not yet examined.

    You produce
    Seven marks and a short note on each.
    Worth reviewing with
    Someone who does the work day to day, not only the person proposing it.
    Ask yourself
    Which did you want to skip? That is usually the one that matters.
  3. Identify the ceiling

    Pick the weakest dimension and describe what it would take to move it one step.

    You produce
    One constraint and one concrete action.
    Ask yourself
    Is that action within your authority, or does it need someone else?
  4. Choose the honest next milestone

    Decide whether you are at foundations, ready for a limited pilot, or not yet ready to proceed.

    You produce
    A stated milestone and the reason for it.
    Ask yourself
    What would have to be true to move to the next one?
04 / Test your thinking
Explore a question · no score

Which finding should change Maya's plan?

Maya rates technology as confirmed, people as uncertain, and governance as not yet examined.

What is the most useful conclusion?

Every option has an explanation. Open as many as you like — nothing is recorded or scored.

Next: Decide how we govern it

Who decides, who reviews, and who is accountable?

Work through governanceJoin Build your leadership