Our team is constantly arguing about which AI tools and automations we should adopt to streamline our operations. How do we use the IDS process to evaluate these technology investments without getting sidetracked by shiny object syndrome?

Question

Tyler Smith · Accepted Answer

When a leadership team gets caught up in chasing the latest AI tools and automations, they often create operational chaos instead of efficiency. Chasing shiny technology without a clear operational framework wastes resources and confuses your staff. You must filter these technology decisions through your weekly EOS rhythms.

The best place to evaluate any new AI tool is during the IDS portion of your Level 10 Meeting. Instead of allowing team members to pitch software on a whim, require them to put the operational problem on the Issues List first. Identify the actual bottleneck in your current processes before discussing any software solution.

When you sit down to IDS a technology issue, follow this systematic approach:
- Define the specific core process that this AI tool is supposed to optimize.
- Verify that the process is already documented and running manually before you attempt to automate it.
- Identify who on the Accountability Chart will own the implementation and performance of the tool.
- Confirm that the investment directly supports a current quarterly Rock or one-year goal on your V/TO.

By forcing every AI and automation idea through this rigorous IDS process, you ensure that you only adopt technology that drives real, measurable efficiency rather than distraction.