Strategy & Value
Sets out what the organisation wants from AI and how that serves its wider strategy: the ambition, the boundaries, the funding, the expected value and the roadmap. The aim is adoption driven by the organisation's own objectives, with choices made deliberately and revisited as technology, rules and expectations change.
AI ambition aligned to organisational strategy
The organisation has a stated ambition for AI that is derived from its own strategy and objectives, and that leaders and staff can describe.
Where AI will and will not be used
The organisation has decided, and recorded with reasons, the areas of its work where AI is encouraged, where it is allowed only under conditions, and where it is ruled out.
Investment and funding for AI
The organisation has a defined approach to funding AI, covering what is paid for centrally and locally, how long commitments last, and how requests for money are judged.
Organisation-level value case
The organisation has stated the value it expects from AI across its work, by type of value, with the assumptions behind each estimate written down.
Horizon scanning and external expectations
The organisation tracks changes in AI technology, regulation, peer practice and public expectation, and feeds what it finds into its AI strategy.
Multi-year AI roadmap tied to planning
The organisation has a phased AI roadmap that is linked to its business and financial planning cycles and shows the points where it will decide whether to proceed.
Stakeholder input to strategy
Staff, their representatives, service users, partners and, where relevant, the public and regulators have a real opportunity to shape the AI strategy, and the organisation can show what changed as a result.
Strategy review cycle
The AI strategy is reviewed on a set cycle and whenever defined triggers occur, and each change is recorded with its reason.