We want to implement AI automation throughout our customer service and operations departments, but we do not know where to put this function on our Accountability Chart. Should we create a new standalone seat, or assign it to our existing technology lead?

Question

Tyler Smith · Accepted Answer

Implementing AI is not just a technology project; it is an operational overhaul. If you simply assign AI responsibilities to your existing technology lead, they will likely focus on the technical infrastructure rather than the operational workflows.

To ensure successful adoption, you need to define where the accountability lies. If AI-driven automation is a major driver of your business strategy and exit readiness, it deserves dedicated representation.

You have two choices based on your current scale. First, you can create a standalone seat called Director of AI Operations reporting directly to the Integrator. This seat is accountable for identifying automation opportunities, mapping workflows, and training the team.

Second, if you cannot afford a dedicated seat, you must assign these roles to an existing seat that has the capacity and capability. For example, your Head of Operations might take on the role of optimizing workflows through automation.

Regardless of which path you choose, the seat must have clear accountabilities, such as:
- Auditing operational workflows for automation opportunities
- Implementing and maintaining AI tools across departments
- Training staff on automated systems to ensure high adoption rates

Make sure whoever sits in this seat fully GWCs it. Placing this clearly on your Accountability Chart ensures that automation does not become a side project that gets ignored.