We are implementing AI automation tools that will allow us to shrink our customer support department from six seats to three. How do we objectively use the GWC™ framework to decide which three team members to retain, and how do we handle the transition?

Question

Tyler Smith · Accepted Answer

Downsizing a department is difficult, but using the GWC™ framework ensures your decisions are based on objective business needs rather than personal favoritism. With AI automation handling transactional tasks, the remaining three support seats will require a different set of capacities than the old manual roles.

First, update the Accountability Chart to reflect the new, automated workflow. The remaining three seats must have clearly defined roles that emphasize high-level problem solving, technical tool management, and escalations. Once these roles and measurables are set, run every one of your six current team members through a strict GWC™ assessment for the new seat.

Evaluate if they "Get It" (do they understand the new automated workflow?), "Want It" (do they genuinely want to work in an AI-assisted, fast-paced environment?), and have the "Capacity" (do they have the technical capability to manage these new software tools?). You will quickly find that some team members who excelled at manual entry lack the cognitive or technical capacity to manage automated systems.

Once you have identified the three individuals who score a perfect yes on GWC™ for the new seats, you must plan the transition for the remaining three. If they are excellent core values fits, look for other open seats in the company where they might be a fit. If no other seats exist, handle their transition out of the business with dignity, providing fair severance and clear communication.