We are implementing several AI tools to automate our middle-office operations, but our team is confused about how these automated systems fit onto our Accountability Chart. How do we assign accountability for processes that are run by technology instead of humans?

Question

Tyler Smith · Accepted Answer

Technology does not belong on your Accountability Chart. Only humans can occupy seats, and every seat must have a single human who is accountable for its outcomes.

When you introduce AI tools to automate tasks, the accountability for those processes does not vanish or transfer to the software. Instead, the seat that owns the core function remains fully accountable for the performance and output of that AI tool. For example, if you automate your client invoicing using an AI engine, the head of finance still owns the seat. They are accountable for ensuring the AI is functioning correctly, the data is accurate, and the financial output is correct.

If the AI makes a mistake, the head of finance cannot blame the software. They must show GWC™, meaning they get it, want it, and have the capacity to manage that automated system.

To make this stick, update the roles and responsibilities of the seat on your Accountability Chart to explicitly include the management and optimization of the automated workflows. Keep your focus on human accountability. This ensures that as your technology stack scales, your operational oversight scales with it.