Engagements

A clear understanding of how AI decisions affect people—before those effects are locked in.

This includes:

• Identifying where AI may alter roles, judgment, or trust
• Surfacing readiness gaps related to culture, skills, or leadership
• Highlighting areas of concern, resistance, or overconfidence
• Clarifying which decisions must remain human-led

The result is foresight—reducing unintended consequences and protecting people and organizational integrity trust.

Explicit articulation of what the organization will and will not allow when it comes to AI.

This includes:

• Ethical boundaries grounded in organizational values
• Risk tolerance definitions beyond compliance checklists
• Identification of protected decisions, populations, or processes
• Conditions under which AI use must be reviewed, constrained, or stopped

This work helps leaders move from abstract principles to defensible practice.

Clear governance structures that define how AI-related decisions are reviewed, approved, monitored, and revisited.

This includes:

• Defined roles and responsibilities for AI oversight
• Clear lines of accountability at the executive and board level
• Guardrails for escalation, exception handling, and pause decisions
• Alignment between leadership intent and operational reality

These structures help ensure AI use remains accountable, transparent, and aligned with organizational values.

Practical guidance that clarifies who owns AI-related decisions—and who does not.

This may include:

• Decision authority maps
• Responsibility boundaries across leadership, operations, and governance 
• Clarification of where accountability must remain centralized
• Identification of decisions that should not be delegated to systems 

These artifacts reduce ambiguity and prevent responsibility drift as AI use evolves.

• Define what an AI strategy should include, exclude, and protect
• Establish guardrails that shape future decisions
• Clarify where automation is appropriate—and where it is not

Creates a defensible strategy before investment or implementation.

As part of Roadmap engagements, we help leaders understand how AI systems typically integrate into organizations—so strategy, governance, and people considerations lead technology decisions, not the other way around.

This may include:

• Clarifying which categories of AI tools align with your strategy 
• Identifying where automation should not be introduced 
• Defining decision criteria for evaluating future tools or vendors 
• Mapping how AI would interact with existing systems, roles, and controls 
• Highlighting integration risks related to data, trust, accountability, and people impact 

We do not select vendors or implement systems.
Our role is to equip leaders to make responsible, informed decisions before those steps occur.

Support for leaders as they build the muscle to steward AI responsibly over time.

This may include:

• Guidance on how to ask better questions about AI proposals
• Support for resisting urgency or external pressure
• Tools for maintaining judgment under complexity
• Reinforcement of leadership responsibility in AI-influenced decisions

The goal is not speed—it is sustained, confident oversight.

Together, these outputs help organizations:

• Make AI decisions they can defend
• Protect people, trust, and mission
• Avoid unnecessary or misaligned investments
• Build governance that lasts beyond initial adoption

Engagements are not about producing volume.
They are about producing clarity, alignment, and confidence.