Our department heads keep bringing shiny new AI tools to our weekly Level 10 Meeting, claiming each one is a game-changer, but our software budget is spiraling out of control. How do we use the IDS process to evaluate these technology proposals so we only invest in tools that solve real operational issues?

Question

Tyler Smith · Accepted Answer

It is easy for a leadership team to get caught up in the hype of new technology, but you must treat software proposals like any other operational issue on your weekly Issues List. When a department head proposes a new AI platform, you must run it through the IDS process to separate real business utility from shiny toy syndrome.

During the Identify stage, push the proposer to define the exact operational bottleneck the tool is supposed to solve. Do not accept vague statements about improved efficiency. Force them to point directly to a specific seat on the Accountability Chart or a process in your standard operating procedures that is currently failing or running slowly.

During the Discuss stage, challenge the proposal by looking at your company's V/TO. Ask how this specific software investment aligns with your 3-Year Picture and your current quarterly Rocks. If the tool does not directly support your major strategic goals, it is a distraction and should be shelved.

Finally, during the Solve stage, require the department head to frame the implementation as an operations-improvement project rather than a technology project. They must show how the tool will directly improve your weekly Scorecard metrics and outline the expected ROI in recaptured capacity. If they cannot prove that the tool will solve a root-cause issue and increase productivity, the issue is solved by saying no. This disciplined approach keeps your software budget under control and keeps your team focused on real results.