AI Readiness Self-Assessment

Strategic Clarity

How clearly leadership knows what it would build with AI, and why.

When it comes to where AI could help the business, leadership's picture is:

Unmapped — AI is a topic we discuss, not a plan we hold.A few scattered ideas, not written down or agreed on.Specific — we can name the workflows where it would matter most.

If someone asked what you'd point AI at first, the answer is:

It changes depending on who you ask.A rough sense, but no priority order.One clear priority, tied to a business outcome we can name.

How you would know an AI project actually worked is:

We'd know it when we saw it — no defined measure.We'd look at loose signals like “feels faster.”We have a baseline we could measure against, before and after.

Operational Efficiency

How cleanly the work AI might touch already moves through the business.

The core workflows AI might touch are:

Mostly in people's heads — they run on who's in the room.Written down somewhere, but the docs drift from what actually happens.Documented and followed closely enough to hand to someone new.

When a key person is out, the work they own:

Stalls — only they know how it's done.Limps along with gaps and guesswork.Continues, because the process doesn't depend on one person.

The data those workflows rely on lives:

Scattered across inboxes, spreadsheets, and memory.In systems, but they don't talk to each other.In systems that connect, so a workflow can read across them.

Technology Enablement

Whether the systems underneath could actually carry AI.

The tools your team already uses day to day are:

A patchwork nobody fully owns or maintains.Stable, but we've never looked at what they could automate.Stable and configured — we actively use the automation they offer.

The last time you adopted a new tool, it:

Got bought, then quietly abandoned.Stuck for the people who championed it, faded for everyone else.Rolled out with an owner, training, and a check that it stuck.

Organizational Capability

Whether the team can own a change and make it stick.

If an AI project needed a decision-maker, the owner would be:

Unclear — it would sit until someone forced the call.Probably the founder, on top of everything else they carry.A named person with the authority and the time to own it.

Your team's posture toward changing how work gets done is:

Change tends to get resisted or quietly reversed.Open in theory, but people are stretched too thin in practice.Real appetite, and the capacity to absorb a change.

Read your AI readiness before you build anything.

Four dimensions the diagnostic measures — read from where you sit.

Strategic Clarity

Operational Efficiency

Technology Enablement

Organizational Capability

When you want the scored version.