Above is a model I share with my clients to show them that what they are doing in the room with me, defining and operationalizing Organizational Cognizance®, is preparing them to catch the waves of AI, both traditional automation AI and generative AI.
[Note: Generative AI was not used in the writing of this post. =;- )]
In this post I am focusing on the Organizational Cognizance® creation tool, EOS®.
I coach my clients that if they dig in, go deep with EOS that they will be positioned to take advantage of traditional and generative AI – they trust that going deep with EOS is a sound strategy for catching and riding AI waves that will present themselves to their company.
My clients generally don’t put a broad AI Statement in their VTO™ plans, but they might put very specific one year Critical Success Factor statements that include AI and are supported with well written Rock Planners.
Why? Because they have been doing EOS so well that they understand exactly where and how AI can fit into their current arrangement. They are already using AI automations where they make sense based on their deep work inside their organizational structure knowledge graphs – an extension of the Accountability Chart.
Let me unpack one example.
Gino talks about EOS as being a human energy system. I like to think about this on two planes, a 🤔“thinking plane” and a 👷“doing plane” – a human energy thinking / decision making plane (generative AI) and a human energy doing plane (traditional AI).
You could almost think of EOS as being generative AI training for human intelligence, training the brains that live between the ears of most people.
The answers you create by building strength in the Six Key Components are fed into the learning model (the human brain’s ontology) that is constantly reinforced and trained with the system’s pulses and rhythms to be sure the human is not hallucinating. (ha, ha, that was a little AI joke at the end)
Let’s use your VTO™ for example, Your people should be making decisions through your Core Values, your Core Focus™, they should be seeing if decisions are aligned with the 10yr Target™, they take serving of your core customer seriously, they see how what they are doing from their seat and roles can line up with the Three Year Picture, they see how the Rocks they are working on support the 1yr Plan and they understand how they don’t need to be thinking about these things on the VTO that are captured in the Long Term Issues List.
The answers to the 8 Questions captured in your VTO act like lenses that allow each human to focus and see the path to the future. I like to use the diagrams below. Lens 1 are your Core Values, Lens 2 is your Core Focus, Lens 8 is your Long Term Issues List. etc.
It is like the lenses inside a telescope, they snap it open and look through to see, to understand, to focus and believe
Done well, communicated well, Shared By All and we have a tool to train our human intelligence workers on one component of our LLM.
This is low hanging fruit, this is how you get the horse in front of the cart, currently much more accessible and powerful than focusing on AI. In the future it might become part of your corporate ontology.
In my next post in this series we will move to the People component and the Accountability Chart and how it gets extended into an organizational structure knowledge graph – one of the key pillars of AI.
Feel free to reach out or comment.
Love,
Uncle Walt
Help First: I have a facilitation exercise I teach with my clients to insure they get a full inventory of all the Roles that exist in their company to be sure their A Chart is complete. It is called “The Flower Power™” – I am happy to share the facilitation with you.
