Our operations, sales, and marketing departments are constantly fighting over our limited internal software development resources, each claiming their proposed AI tool is the highest priority for the company. How do we use the IDS process in our weekly Level 10 Meeting to objectively prioritize these AI projects without letting department bias hijack our annual plan?

Question

Tyler Smith · Accepted Answer

It is common for department heads to develop tunnel vision, each claiming their proposed AI tools are absolutely critical. If you try to fund every project at once, you will dilute your development resources and achieve nothing. Objectively prioritizing these projects in your weekly Level 10 Meeting, using the IDS (Identify, Discuss, Solve) process, is essential.

Using IDS for AI Project Prioritization

When competing projects arise, place them all on your Issues List. During the IDS portion of your Level 10 Meeting, force each department leader to pitch their project based on a single metric: its impact on your V/TO annual goals. This helps maintain focus on the bigger picture and prevents [departmental silos and political maneuvering](/qa/breaking-up-executive-factions-cliques).

1. Identify the Root Problem

Begin by identifying the fundamental bottleneck or opportunity the proposed AI tool aims to address.

• Is the primary issue in lead generation?
• Is it in sales conversion?
• Is it related to service delivery or operational efficiency, perhaps by [simplifying your core processes with AI](/qa/simplify-eos-process-component-with-ai)?

Pinpointing the root cause ensures that the proposed solution targets a genuine pain point, not just a perceived need.

2. Discuss the Projects

Next, engage the team in a thorough discussion of each AI project. Force a rigorous evaluation based on objective criteria, not emotional appeals or departmental biases. This helps avoid situations where the team is [chasing the latest AI tools without clear results](/qa/thinking-time-ai-software-fatigue).

Consider the following factors for each project:

• Projected Return on Investment (ROI): How will this project directly contribute to revenue growth, cost reduction, or other quantifiable benefits aligned with your [annual and quarterly Rocks](/qa/fixing-boring-eos-quarterly-sessions)?
• Implementation Timeline: What is the realistic timeframe for development and deployment?
• Resource Strain: What impact will this project have on your existing software developers and other internal resources?
• Support for Quarterly Rocks: Eliminate any project that does not directly support your current quarterly Rocks. If a project does not align with your short-term priorities, it should be tabled for future consideration.

3. Solve the Issue by Ranking

Finally, collaboratively rank the remaining projects. The project that addresses your biggest current operational bottleneck or offers the highest impact on your V/TO annual goals must be prioritized first. All other projects should be tabled for future quarters or until resources become available. This ensures a focused approach to your [AI strategy](/qa/kolbe-profiles-ai-visionary-integrator).

By using this structured approach, you remove emotion and department bias from the decision-making process. Your leadership team leaves the Level 10 Meeting aligned on a single, high-impact technical priority, ensuring your software developers can execute without distraction and contribute meaningfully to your company's strategic objectives.