I am a non-technical owner who is tired of being sold AI tools by my department heads. How do I establish a simple, non-technical steering framework to approve or reject these AI initiatives based on business value?

Question

Tyler Smith · Accepted Answer

You do not need a computer science degree to govern technology. Your job is to manage capital allocation and operational capability. To cut through the technical noise, you must establish a simple, three-question gatekeeper framework for every AI proposal brought to your leadership team.

First, ask which specific seat on your Accountability Chart will own the tool and be accountable for its output. If no single seat is responsible, the tool will become expensive shelfware.

Second, ask how the tool directly impacts your weekly Scorecard. Every operational investment must move a metric, whether it is reducing labor hours per unit, speeding up turnaround times, or increasing customer satisfaction scores. If the proposer cannot point to a specific Scorecard metric that will improve within ninety days, reject the proposal.

Third, require a human-in-the-loop audit process. The department head must demonstrate exactly how a human will review and sign off on the AI outputs before they reach a customer or impact a financial transaction.

By enforcing these three criteria, you shift the conversation from technology to business accountability. This keeps your team focused on real business value rather than chasing shiny software. It also ensures you only fund projects that strengthen your operating system.