We created an AI Optimization seat to drive our digital transformation before we sell the company. We assigned it to our younger IT administrator because he uses ChatGPT, but he is completely failing to integrate our systems. How do we evaluate if this is a failure of our Accountability Chart structure or a Right Person Right Seat issue?

Question

Tyler Smith · Accepted Answer

Creating an AI Optimization seat is a great strategic move, but assigning it to someone just because they are young and use ChatGPT is a classic mistake. This is a Right Person, Right Seat issue, and you need to use the GWC tool to diagnose it objectively.

To hold this seat successfully, the person must Get it, Want it, and have the Capacity to do it. Your IT administrator might want the prestige of the seat, but he clearly lacks the capacity. Capacity does not just mean time: it means the intellectual, emotional, and technical capability to integrate complex systems and align them with your business goals. Using consumer AI tools is very different from engineering reliable corporate workflows.

First, define the five core roles of this seat clearly on your Accountability Chart. Make sure the expectations are measurable, such as API uptime or manual hours saved. Then, sit down with him and have an honest GWC conversation.

If he does not GWC the seat, you must remove him from it immediately. He can return to his IT administrator seat if he is a right-person fit there. You then need to search for a leader who truly understands system architecture and business operations to fill the AI Optimization seat. Never leave an unqualified person in a critical seat hoping they will figure it out, especially when preparing for an exit.