Work with Francine Hoo
Sometimes the question is strategic. Sometimes the technology is already there and the organisation needs to catch up. Sometimes governance exists but nobody quite knows how to use it. Sometimes the challenge is getting people to work differently. And sometimes a successful experiment has reached the point where somebody needs to decide what happens next.
I work in bounded pieces, so we can start with the problem that actually needs solving.
This can include AI strategy, organisational readiness, opportunity identification, prioritisation, investment logic and roadmaps. The purpose is to get clear about where AI has a credible role and what would have to be true for the investment to be worthwhile.
Once AI becomes organisational capability, questions of ownership, governance, risk, value, economics and evidence start to intersect. I design the management system around those questions, using existing organisational structures wherever they already do the job.
The work can include target operating models, Responsible AI, AI and data risk, value realisation, consumption management, accountability, decision architecture and management information.
For some, the requirement is to use AI effectively in existing work. Others are being asked to build agents and AI-enabled workflows. And in some parts of the organisation, AI creates an opportunity to redesign the work itself. Those are different change problems. They should not receive the same adoption response. I work across all three: Use, Build and Transform.
This can include role-based opportunity mapping, AI fluency, leadership enablement, builder capability, agent design and testing, Human × AI work design, process redesign, workforce transition and adoption measurement.
Sometimes business and technology have real trouble bridging the gap in understanding. A requirement arrives as intent and leaves as specification, and the thing that mattered most is often what goes missing in between. I come in as the bridge, working with both sides so that what gets built is what was actually needed. I do not write the solution design. I work with the team who does, mapping your requirements against it and identifying the features that can be designed in while that is still inexpensive to do.
A good framework should change how the organisation works. Otherwise it is just a document. Implementation is about turning the design into the things people actually use: assessments, registers, workflows, ownership structures, measures, decision pathways and management information. I prefer to start with the minimum useful version, operate it and learn before adding complexity.
Sometimes the question is not what to design next, but whether what exists holds up. I review the work as an independent subject matter expert and give a clear position on what is working, what is missing and what should change before it goes further.
Some decisions do not fit neatly into a framework or programme. They sit between the CEO, CIO, CRO, business leaders, technology teams and the people expected to make the change work. I provide independent executive advice on those questions, either around a particular decision or as an ongoing fractional Chief AI Officer capability.