We need to build a new seat dedicated to AI Operations and workflow automation to ready our business for an exit, but our current leadership team views this seat as a temporary IT project and nobody wants to own it long term. How do we position this seat on our Accountability Chart?

Question

Tyler Smith · Accepted Answer

When you create a critical seat on your Accountability Chart that is essential for exit readiness but nobody on your leadership team wants to own it, you cannot simply force it onto someone who does not want it. If a leader does not want a seat, they do not GWC it, and the seat will fail. First, you must clearly define the five roles of this AI Operations seat. Show how automating workflows and building AI standard operating procedures directly impacts the value of the business and makes everyone else's job easier. Sometimes, resistance comes from a misunderstanding of what the seat actually entails. If your leadership team still rejects the seat, you have three options. First, you can look deeper into your organization to find a rising star who gets, wants, and has the capacity to take on this specialized seat. This can be a great career progression opportunity for a younger employee. Second, you can outsource the execution of this seat to a specialized agency while keeping a leadership team member accountable for the outcomes. However, remember that you can outsource execution, but you cannot outsource accountability. One person on your leadership team must still own the seat on the chart. Third, if the seat requires specialized, ongoing expertise that your current team lacks, you must hire an external specialist to fill the seat full time. An exit-ready business requires a complete Accountability Chart with real accountability, not a collection of neglected seats.