Assessment | AI maturity map

Current Leadership
Business Model
Work Design
Value Delivery
Velocity
Leverage
Complete

Leadership Dimension

This dimension evaluates if AI is clearly owned and prioritized by senior leadership across the business.

Ownership: Is there accountable leadership driving AI outcomes across the organization?

There is no clearly defined ownership of AI. No individual or team is accountable for outcomes, and AI is absent from formal leadership structures or strategic oversight.

Responsibility for AI exists informally or in isolated roles. Ownership may reside in innovation teams or functional leads, but there is no enterprise-wide accountability or formal leadership mandate.

AI ownership is established in key operational areas. Specific leaders or teams are accountable for AI-related delivery, but responsibility is still fragmented and typically resides within technical or departmental silos.

AI ownership is distributed and aligned across the leadership team. Clear accountability exists at the executive level, integrated into strategic planning and enterprise governance. AI is owned not just as a function, but as a lever for business performance.

AI is core to how leadership operates and scales. Ownership is embedded in board-level governance and strategic steering mechanisms. Leaders are not just accountable for AI — they build systems of accountability that drive intelligence-led performance across the organization.

Mandate: Is AI a declared, resourced, and aligned strategic priority?

AI is not recognized as a strategic priority. It is absent from the organization’s vision, planning, or resource allocation. Any references to AI are incidental, reactive, or exploratory at best.

AI appears in internal discussions or innovation agendas, but lacks formal prioritization. It may be mentioned in presentations or isolated initiatives, but it’s not yet a declared, funded, or aligned enterprise priority.

AI has been prioritized in select functions or domains. Resources are allocated, and goals are set, but the mandate remains uneven across the organization. Strategic emphasis is real but still siloed or inconsistent.

AI is formally recognized and funded as a strategic imperative. It is embedded in enterprise planning and cross-functional roadmaps. Strategic intent is clearly stated and resourced, with alignment across business units.

AI is inseparable from the organization’s strategic identity. The mandate is not only declared — it is operationalized through governance, investment models, and execution rhythms. AI shapes how the organization defines and pursues strategic advantage.

Fluency: Do leaders demonstrate depth of understanding and informed engagement with AI?

Leaders have minimal awareness of AI’s implications. Their understanding is surface-level, fragmented, or outdated. Engagement is passive, with little ability to assess opportunities or risks.

Some leaders are beginning to explore AI. They may reference trends or attend discussions, but understanding remains narrow or tool-focused. AI is often viewed as a technical issue, not a strategic one.

Leaders are gaining functional understanding and engaging actively with AI initiatives. Fluency is growing, especially among those closest to operational implementation, but strategic depth is uneven across the leadership team.

AI fluency is present across the senior leadership team. Leaders can evaluate AI opportunities, interpret risks, and make informed decisions. AI is part of strategic planning, investment evaluation, and organizational design.

Leaders operate with systemic fluency in AI. They shape narratives, challenge assumptions, and architect systems of intelligence. AI is not just understood — it is integrated into how leaders think, decide, and lead.

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Leadership Dimension