We want our operations team to run AI-powered workflows to speed up client onboarding, but the team is claiming they do not have the technical skills to manage these tools. Do we need to hire expensive AI experts, or how do we use the Accountability Chart to build AI capabilities into our existing seats?

Question

Tyler Smith · Accepted Answer

You do not need to run out and hire high-priced AI experts to manage your automated workflows. That is an expensive mistake that often complicates your structure unnecessarily. Instead, you need to build AI capability directly into your existing seats on the Accountability Chart by refining their roles.

Start by looking at the seat currently accountable for customer onboarding. The operational output remains exactly the same: onboarding clients quickly and accurately. The tool they use to achieve this output is what has changed. Just as your team transitioned from paper to spreadsheets years ago, they must now transition to utilizing AI tools.

Update the roles for that onboarding seat to include accountability for utilizing and monitoring the automated systems. For example, add a role like: maintaining onboarding automation workflows. This makes it clear that the person in the seat is responsible for the output, whether a human or an AI agent executes the task.

If your current team members claim they lack the technical skills, you must assess their GWC™ for the updated seat. Do they have the capacity to learn how to use these modern tools? If they have the desire and the basic aptitude, provide them with targeted training as a quarterly Rock. If they resist learning or lack the capacity to adapt to automated operations, then you have a right-seat issue and must find someone who can GWC™ the modernized role to protect your path to a clean exit.