Introduction
Deploying Artificial Intelligence holds immense promise, but success hinges on more than just technology. It's about your people, processes, and culture. Our quick, free assessment is designed to help leaders like you understand your perspective on your organization's readiness for AI, uncover potential roadblocks, and identify areas where a human-centered approach can make all the difference. Get clarity and actionable insights in minutes.
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Section 1: Strategic Vision & Leadership Alignment
1. From your perspective, how clearly has your leadership team defined the specific business problems AI is intended to solve in your department or organization?
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a) I feel the objectives are still quite general and undefined.
b) Some ideas exist, but a clear, unified vision feels absent.
c) I have a general understanding, but detailed objectives for AI implementation still feel vague.
d) I perceive clear and measurable objectives for AI implementation that are well-defined and communicated.
2. How aligned do you feel different departmental leaders are on the goals and potential impact of AI within your organization?
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a) I sense very little alignment; departments seem to be operating in silos regarding AI.
b) There have been some discussions, but I notice significant differences in priorities and understanding.
c) I feel most are generally aligned, though minor discrepancies might exist.
d) I perceive a high degree of alignment where key stakeholders share a common vision for AI.
3. Do you feel there is a designated leader or committee responsible for overseeing AI initiatives from a strategic, cross-departmental perspective in your organization?
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a) No, I haven't observed such a structure.
b) Informal discussions happen, but I don't see an official oversight structure.
c) Yes, a committee exists, but I feel its mandate or influence is limited.
d) Yes, I believe a dedicated leader or strategic committee is actively driving AI strategy and oversight.
4. How well do you anticipate your employees will understand the "why" behind AI adoption in their daily work?
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a) I anticipate they might not understand well; it could be seen as a top-down mandate.
b) I expect mixed understanding; some will grasp it, but many might be confused or resistant.
c) I believe most will grasp the general idea, but specific benefits for them might remain unclear.
d) I anticipate they will understand very well, as the benefits to employees and the organization seem clearly articulated.
Section 2: Human Terrain & Change Readiness
5. When you consider the introduction of AI into workflows, how do you generally anticipate your employees will react?
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a) I anticipate mostly negative reactions, with significant resistance and fear (e.g., job displacement).
b) I expect mixed reactions; some will seem open, others highly skeptical.
c) I feel reactions will generally be positive, but with some natural apprehension or concern about learning new tools.
d) I anticipate mostly positive and open reactions, viewing AI as a tool to enhance their work.
6. From your viewpoint, to what extent has your organization prepared its workforce for new skills or roles that AI implementation might require?
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a) I feel there's been no preparation; training seems like an afterthought.
b) Ad hoc training plans are being considered, but I don't see anything concrete.
c) Some initial training ideas exist, but I perceive a comprehensive strategy is lacking.
d) I believe there's a clear plan for upskilling, reskilling, and communication regarding evolving roles.
7. How effectively do you feel your organization currently fosters a culture of continuous learning and adaptation to new technologies?
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a) I perceive it as poor; employees often seem resistant to change.
b) I feel it's moderately well, but often met with inertia.
c) I think it's fairly well, but new tech adoption can sometimes feel slow.
d) I believe it's very well; continuous learning seems embedded in our culture.
8. Do you feel you have a clear understanding of the key "influencers" and potential "resisters" within your organization regarding new technology adoption?
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a) No, I haven't identified these groups.
b) I have a vague idea, but no formal assessment has been done from my perspective.
c) Some key individuals are known, but I don't feel they are mapped systematically.
d) Yes, I feel we have actively identified and understood our early adopters, resisters, and key influencers.
9. How prepared do you feel your organization is to address employee concerns about data privacy, security, or job displacement related to AI?
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a) Not at all. I feel these haven't been deeply considered.
b) Some informal discussions have occurred, but I don't see an official communication plan.
c) We have basic policies, but I perceive a proactive communication strategy is missing.
d) I believe we have clear policies and a proactive communications and education plan in place to address these concerns.
Section 3: Data & Infrastructure Readiness
10. How would you describe the quality and accessibility of the data your department needs for AI applications from your perspective?
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a) Poor. Data feels fragmented, inconsistent, or hard to access.
b) Okay, but it often requires significant cleaning and manual effort.
c) Generally good, but I notice some silos or quality issues remain.
d) Excellent. Data feels clean, well-organized, and easily accessible.
11. From your understanding, are your current IT infrastructure and systems capable of supporting the potential demands of AI solutions (e.g., processing power, data storage)?
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a) Unlikely. I perceive significant infrastructure limitations.
b) Possibly, but I feel it would require substantial upgrades.
c) Mostly, but I foresee some potential bottlenecks.
d) Yes, I believe our infrastructure is robust and scalable for AI.
12. How confident are you in your organization's current data governance and cybersecurity practices to protect sensitive information used by AI?
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a) Not confident; we have known vulnerabilities.
b) Moderately confident, but ongoing concerns exist.
c) Fairly confident, with regular audits and improvements.
d) Highly confident; robust data governance and security protocols are in place.
Section 4: Process Integration & Risk Mitigation
13. To what extent have you considered how AI will integrate with your existing departmental workflows and processes?
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a) Not at all; we're focused purely on the AI solution itself.
b) Some superficial thought, but no deep analysis of process changes.
c) We've identified some integration points but haven't detailed the new workflows.
d) We have a clear understanding of process redesign required for seamless AI integration.
14. Has your organization conducted a comprehensive risk assessment specifically for AI implementation, including potential "most dangerous" outcomes?
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a) No, risks haven't been formally assessed.
b) Informal discussions have occurred, but no formal assessment.
c) We've identified some technical risks, but not comprehensive human or operational risks.
d) Yes, a comprehensive risk assessment, including human connection risks and potential "most dangerous" outcomes, has been completed.
15. How prepared is your organization to measure the success of AI implementation beyond purely technical metrics (e.g., impact on employee engagement, customer satisfaction, human connection)?
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a) Not prepared; we only focus on technical performance.
b) Some awareness, but no defined metrics.
c) We're starting to consider broader impact metrics.
d) We have clear metrics for human-centric success and business outcomes beyond just technical performance.
16. Does your organization have a plan for how to handle potential resistance or negative sentiment from employees or stakeholders during AI adoption?
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a) No, we'll address it if it comes up.
b) We hope to communicate our way through it, but no formal plan.
c) We have some strategies, but they're not fully developed.
d) Yes, we have proactive strategies and communication plans for managing resistance and fostering acceptance.
17. How confident are you that your chosen AI solution (or one you might choose) will genuinely strengthen human connections (i.e., team cohesion, cross-cultural alignment) within your organization?
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a) Not confident; I think it might create distance.
b) Unsure; it's not something we've prioritized or considered.
c) Somewhat; we hope it won't adversely affect team cohesion, at least.
d) Very confident; strengthening human connections is a key design principle for our AI strategy.
18. Do you have a strategy for continuous improvement and adaptation of AI post-implementation, based on ongoing feedback and learning?
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a) No, we see AI as a one-time deployment.
b) We'll fix issues as they arise, but no structured approach.
c) We plan some reviews, but not a systematic improvement process.
d) Yes, we are committed to constant improvement, learning, and adapting from every project post-implementation.
19. How clear is your personal understanding of the strategy for communicating the benefits and changes of AI implementation to your employees, customers, and partners?
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a) Not clear; I feel we'll figure it out as we go.
b) I know some internal memos are planned, but nothing comprehensive.
c) I have a basic understanding of the plan, but it lacks detail and specific channels.
d) I believe there will be a well-developed communications and education plan for all impacted stakeholders.
20. In what way do you primarily view AI's role in your organization?
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a) Primarily as a cost-cutting tool, potentially leading to workforce reduction.
b) As a way to automate routine tasks and increase efficiency.
c) As a strategic enabler for innovation and improved decision-making.
d) As a tool for thoughtful, human-centric transformation that strengthens human connections and organizational capabilities.
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