We want to leverage artificial intelligence to automate our operations before we sell, but we do not know where this responsibility belongs on our Accountability Chart. Do we create a new AI seat, or does every seat own its own automation?

Question

Tyler Smith · Accepted Answer

Creating a dedicated AI seat is a common mistake that isolates technology from actual operational needs. When you centralize automation in a single silo, you create a disconnect between the tool and the people who actually do the work.

The responsibility for implementing AI and automating processes must live within the existing seats on your Accountability Chart. Every leader on your team must own the efficiency of their own department. Your sales leader must own the automation of the sales pipeline, your operations leader must own operational efficiency, and your finance leader must own automated billing workflows.

Each leader must GWC™ their seat, which includes understanding how modern technology can streamline their specific deliverables. If a leader does not know how to leverage automation within their function, they are failing to scale with the needs of the business.

To ensure these initiatives actually move forward, you must use the standard EOS® tools. Do not create a separate IT roadmap. Instead, write specific, measurable quarterly Rocks for each department head that focus on process automation.

If you need technical expertise to execute these plans, you can create a supporting seat under your Integrator, such as a systems engineer or automation specialist. However, this supporting seat exists to serve the operational departments, not to dictate their strategy. Keep the ultimate accountability for departmental efficiency on the leaders who run those departments daily.