Framework

Scale–modify–stop gate for AI adoption

The question it answers

After a few months piloting AI, how does a team lead decide whether to scale it, modify it or stop it?

Origin
Kotter, 1995; Hiatt, 2006; Waterman et al., 1980; Odeh, 2021
Diagram type
Process by phase
Level of analysis
Team
Topics
AI for leadersChange managementBusiness consulting
Glass sphere with a glowing neural-network core, icon for AI for leaders

Diagram

Scale–modify–stop gate for AI adoption

  1. Six milestones in six months
  2. M1 MobiliseCharter, roles, no-layoff pledge, baseline.
  3. M2 ControlSource rules, human review, release gate.
  4. M3 First winFirst reviewed output, training log.
  5. M4 ProofMeasure cycle time alongside quality.
  6. M5 Scale gateDecide to scale, modify or stop each pilot.
  7. M6 AnchorUpdate procedures, benefits table, monthly audit.

Sources

References

Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.

  1. Hiatt, J.M. (2006) ADKAR: A Model for Change in Business, Government and Our Community. Loveland, CO: Prosci Learning Center Publications.No DOISource page
  2. Kotter, J.P. (1995) Leading change: why transformation efforts fail. Harvard Business Review.No DOIhbr.orgSource page
  3. Odeh, G. (2021) ‘Implementing McKinsey 7S model of organizational diagnosis and planned change, Best Western Italy case analysis’, Journal of International Business and Management, 11(4), pp. 1–8.doi:10.37227/JIBM-2021-09-1438Source page
  4. Waterman, R.H., Peters, T.J. and Phillips, J.R. (1980) ‘Structure is not organization’, Business Horizons, 23(3), pp. 14–26.doi:10.1016/0007-6813(80)90027-0Source page