How I Work
Illustrative Profile
A composite constructed to show how the instrument reads. Not a client engagement.
A manufacturing organization of roughly four hundred employees. Copilot licences were purchased for two hundred and forty people eleven months ago following an executive offsite. An AI policy was drafted by legal at the time of purchase. The sponsor reported adoption as “going well” in the first conversation.
Banded profile
- PeopleBinding constraintAd hoc
30-day actives were 19% of provisioned seats. One general session delivered at rollout.
- ProcessBinding constraintAbsent
No workflow could be named where the tool had changed how work was done. No baselines.
- DataAd hoc
Permissions never examined. Sensitivity guidance existed verbally and varied by manager.
- TechnologyDefined
Inventory and spend both produced within the session. Two overlapping tools identified.
- GovernanceAd hoc
Policy existed and was approved. Neither employee interviewed could state a rule from it.
Binding constraint
Process and People. The organization has bought capably and governed on paper, and has not attached the tool to any specific work. Nineteen percent active use is not an enablement failure in isolation; it is what happens when people are given a general capability and no changed workflow to apply it to.
The policy scoring at Ad hoc despite existing and being approved is the second finding. It was written before anyone had established what the organization wanted to do, which is why nobody can recall its contents. Rewriting it would not help. It needs use cases to govern first.
Sequence
Weeks 1 to 3
Use-case discovery in the two departments with the highest licence counts. Establish three candidate workflows and record the current-state baseline for each before anything changes.
Weeks 4 to 8
Role-based enablement built on those three workflows rather than on the tool. Manager guidance issued in parallel so that managers can answer the question their teams will ask.
Weeks 6 to 10
Permissions review against the oversharing risk identified under D3, which becomes material the moment usage rises.
Weeks 9 to 12
Revise the policy against the use cases that now exist, and set the intake path for the next ones. Governance follows discovery.
Deferred
Consolidation of the two overlapping tools. Real, quantifiable, and not the constraint. Addressing it first would produce a saving and no change in capability.
What the sponsor believed, and what was true
The gap between “going well” and nineteen percent was the engagement. Every recommendation that followed was downstream of establishing it in the first week, with a console open on the screen, rather than arguing about it in month three.
This profile is a composite constructed to show how the instrument reads. It is not a client engagement, and the figures in it are illustrative rather than reported results.
Where would your organization land?
The assessment takes about three minutes and uses the same five dimensions and four bands as the instrument above.