Generative AI apps hold a great promise to transform work across business lines and functions. Offloading mundane and repetitive tasks to artificial intelligence should make countless hours available for more creative work, more interesting work - essentially, work that can move the needle.
We have spoken with tens of organizations how they drive adoption of Gen AI technologies. Many early adopters have formed AI working groups to spearhead this adoption. Some call it an AI Committee, some AI task force, but the fundamental goal is the same: realize business value from Gen AI.
Out of the conversation we assembled a best-practice task force charter that can help newly formed AT Task Forces to articulate their mission and focus their efforts.
Example Gen AI task force charter
You can find a powerpoint template of the proposed charter for download . The below table describes and comments the sections of the template.
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Template section
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Examples
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Commentary
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Goals
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- Realize business value from Gen AI innovations in the industry
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The goal can be quite generic if there is not yet any strong conviction about the first business use cases. If there’s already a clear point of view, the goal can be more specific, like ‘10k working hours repurposed with Gen AI’ or ‘claims cycle time cut by 30%’. However, that specific metrics may turn the effort into single-threaded problem solving, instead of being a catalyst of broad tech-driven innovation. The SMART framework is good for setting goals and metrics (one guide here).
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Deliverables
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- Prioritized business use cases
- Acceptable Use Policy (AUP)
- End user awareness and training program
- Risk assessment
- Security and compliance readiness roadmap
- Supply chain risk checklist (i.e., vendor screening criteria)
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There are multiple work streams that need to come together for the task force to be successful. Having the required resources in the core team for the key tracks ensures none of them falls behind and risks the overall progress.
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Success metrics
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- Number of active Gen AI users
- Number of use cases per phase (identified, piloted, rolled out)
- % of rolled out use cases delivering projected benefits
- Training coverage (% of population)
- Coverage of security policy enforcement (% of interactions)
- Number of security and compliance incidents
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This needs to sync with the goals. This is a generic example of a broad-based exploration and adoption. If there is a specific lead user group (e.g., SW modernization) that is a significant user population, maybe that deserves a dedicated metric at this level. In any case, every use case needs metrics on their own. The top level can then report how many use cases are on track towards the projected benefits.
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Milestones
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- Risk assessment and policy definition deadlines
- Security and compliance enforcement readiness dates
- Milestones for ‘firsts’ - pilot, rollout
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It’s really three parallel tracks: policy, security & compliance infrastructure and then the project-specific milestones. Suggesting to focus on the ‘firsts’ to get the momentum going. ‘Seconds’ and ‘thirds’ are easier.
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Constraints
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- Non-negotiables (e.g., compliances and references to existing policies and instructions)
- Frameworks and standards to be followed (like responsible AI)
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This is also the place to put reference to the chosen responsible AI framework that should be followed, or state the business drive and business user accountability without which an app cannot be rolled out.
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Roles and responsibilities
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- Champion
- Core team members (cross-functional)
- Extended team (core + liaisons from business units and functions)
- Decision-making authority
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Role of champion is discussed below. Core team typically represents IT, Legal, Security and HR functions + business users from the organization with the highest readiness to be a Gen AI showcase.
RACI-matrix or similar framework may be useful to describe how decisions are made between the task force and business stakeholders. Wikipedia on RACI.
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Meeting cadences
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- Core team meeting
- Extended team briefing
- Steering group with the sponsor
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All good normal meeting practices matter here as well: scheduled well in advance, tight agendas and any needed are identified in advance and targeted for individual steering group meetings
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Gen AI adoption is a journey with no shortcuts available. However, it can be accelerated with an AI task force that effectively drives awareness, pursues value and builds the required governance, security and compliance infrastructure. The most valuable use cases may not be known in advance, but in a broad collaboration across the business teams and Gen AI stakeholders, like IT, security, legal, HR, the potential can be found and realized.
NROC was founded to enable business users to safely take advantage of Generative AI technologies. We all are in the early innings of this, and look forward to innovating with our customers. More information about NROC Security please see our website at www.nrocsecurity.com
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