My leadership team is constantly chasing the latest AI tools but we have nothing to show for it except high subscription bills. How can we use disciplined Thinking Time to make smarter technology bets?

Question

Tyler Smith · Accepted Answer

The sheer volume of new AI tools often leads to "shiny object syndrome," resulting in wasted software subscriptions and distracted teams. To avoid this, your leadership team should embrace Keith Cunningham's practice of disciplined Thinking Time.

Structured Thinking Time for AI Investments

Before acquiring any new tool or launching an AI initiative, your leadership team needs to dedicate forty-five minutes to quiet contemplation. During this time, focus on answering a specific, high-value question. For instance:

"How might we integrate AI into our core processes so that we can reduce delivery times by fifty percent without increasing our error rate?"

This structured approach forces your team to:

• Focus on outcomes rather than merely features.
• Prioritize initiatives that address concrete business challenges.
• Prevent impulsive purchases driven by hype.

For more on structured contemplation, see [How should an owner use Thinking Time to design the next iteration of the Accountability Chart for an exit?](/qa/thinking-time-accountability-chart-exit-prep).

Evaluating AI Tools with the IDS® Process

Once you have clarity on the desired outcome from your Thinking Time, bring the issue to your next Level 10 Meeting™. Use the IDS® (Identify, Discuss, Solve) process to evaluate whether the proposed AI tool directly supports your V/TO® (Vision/Traction Organizer) and 1-Year Plan.

When assessing a tool, consider these points:

• Does it align with your company's overarching vision?
• Will it contribute to your short-term strategic goals?

This rigorous evaluation helps ensure that every technology decision serves your strategic objectives. If you're looking to refine your organizational structure to accommodate new technologies, consider reading [We are designing a new seat for AI-powered operations, but our Predictive Index data shows that the current manager we want to place there lacks the cognitive pace required for rapid tech shifts. Do we ignore the data or find someone else?](/qa/predictive-index-cognitive-mismatch-seats).

Strategic Investment, Not Distraction

If a tool does not directly improve your scorecard metrics or strengthen your core differentiators, it should not be purchased. By filtering all technology decisions through disciplined Thinking Time and the IDS® process, you ensure that every dollar spent on AI is an investment in operational efficiency, not a distraction from your core business goals. This approach helps you make strategic choices about new roles, such as those that might emerge from AI integration. For instance, [Should we create a dedicated AI Operations seat on our Accountability Chart, or integrate AI into existing seats?](/qa/ai-operations-seat-accountability-chart) discusses how to think about new AI-driven roles.

Related questions

• [How should an owner use Thinking Time to design the next iteration of the Accountability Chart for an exit?](/qa/thinking-time-accountability-chart-exit-prep)
• [Should we create a dedicated AI Operations seat on our Accountability Chart, or integrate AI into existing seats?](/qa/ai-operations-seat-accountability-chart)
• [We are designing a new seat for AI-powered operations, but our Predictive Index data shows that the current manager we want to place there lacks the cognitive pace required for rapid tech shifts. Do we ignore the data or find someone else?](/qa/predictive-index-cognitive-mismatch-seats)
• [My Integrator and I are in constant conflict because I want to pursue massive AI-driven operational shifts right now, while they want to wait until our current manual processes are fully documented. How do we resolve this strategic friction?](/qa/visionary-integrator-ai-operational-friction)
• [How can we use Keith Cunningham's Thinking Time framework to diagnose whether our current Accountability Chart structure is actually the primary bottleneck preventing us from reaching our next revenue milestone?](/qa/thinking-time-accountability-chart-bottlenecks)