As a non-technical owner, I am overwhelmed by the sheer volume of AI tools my department heads are pitching. How do I establish a simple, non-technical framework to approve or reject these tools during our quarterly planning?

Question

Tyler Smith · Accepted Answer

You do not need to understand how neural networks or APIs work to make smart operational decisions. Your job is to focus on business outcomes, process discipline, and resource allocation.

When a department head pitches a new AI tool during your quarterly planning session, filter their request through three non-negotiable questions:
- Which specific core process in our company playbook does this tool optimize, and what is the measurable bottleneck it resolves?
- Does the team member responsible for this tool have the GWC™ to own and manage it daily?
- What is the expected return on investment, measured either in hard software cost savings or reclaimed staff hours?

If they cannot answer these three questions with clear, simple business language, reject the pitch. It is likely just a shiny object that will distract the team and drain your cash.

Require every approved tool to run as a ninety day pilot with a clear, measurable Rock assigned to the department head. If they cannot prove the business value on the weekly Scorecard by the end of the quarter, kill the project. This framework keeps your team focused on real operational utility instead of tech theater.