In 20–40 minutes, get a map for your business's next-level transition.

See where you are now, how much the system depends on you and which hidden traps may hold back growth — plus which departments are most ready for AI and your business's current AI level.

Start the diagnostic — get your transition map ↗View the complete example report ↓

01Your current point
02Hidden traps
03First priority
04Department readiness for AI
05Current and next AI level

20–40 minutes · adaptive route

Pause and resume

Personal findings with evidence

Your route starts here.

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Demo workspace · synthetic example, not a real client

Freedom of Creation dashboard

North Lab · Completed example

Demonstration assessmentMethodology 1.0-candidate

Your current point

2/5 · Family-type company

The company has grown beyond the owner's personal practice, but repeatable functions still rely on a close circle, informal agreements and personal control.

Nearest transition

2→3

Build autonomous areas of responsibility with clear outcomes, authority and metrics.

AI in the company

2/10

AI Automated

Previous assessmentCurrent assessment

Every assessment is saved. Two assessments become a line of change.

In your workspace, compare previous and current assessments, see progress or regression and use the history for business self-diagnosis and self-analysis.

Business system · 5 transition gates

Blocked transition map

These five states show the business system's readiness for the next level. They are not personal traps and do not have trap depth: this map records which transition gates are open, where progress is emerging and where evidence is still insufficient.

An unconfirmed repeatable business

The product or result is not yet confirmed by repeat independent sales. This describes readiness for the first business transition, not a personal weakness.

Why this is shown

BL-001

During the last 90 days, you received payment from an external customer for a specific product or outcome.

Yes

BL-002

During the last 90 days, at least two customers independently paid for the same product with the same promised outcome.

Yes

BL-004

You have fully delivered a paid outcome to at least one customer.

Yes

BL-003

You can clearly explain the specific outcome for which the customer pays you.

Yes

BL-005

You have a clear way to find the next prospective customer and offer this product to them.

Yes

BL-006

You can make the next sale without creating a fundamentally new product from scratch for every new customer.

Yes

Not detected

Personal heroics instead of repeatable functions

Repeatable functions still rely on the owner's personal heroism. The strength of personally delivering every result blocks a reproducible system.

Why this is shown

BL-007

You generate repeatable sales of the core product, rather than only isolated chance deals.

Yes

BL-008

Besides you, the business has people or ongoing contractors who are regularly accountable for specific outcomes.

Yes

BL-009

You can delegate a substantial part of product delivery without personally doing all the work for the customer.

Yes

BL-010

Recurring functions in your team are assigned to specific people and are not completely redistributed every day.

Yes

BL-011

You regularly see the key metrics for cash, sales, work delivery, and commitments to customers.

Yes

BL-012

If you are unavailable for several working days, a substantial part of normal work continues without your direct involvement.

Yes

Not detected

Decorative managers instead of local authority

Managers exist formally but lack local authority and accountability. Decisions keep returning to the owner.

Why this is shown

BL-013

Your company has distinct functional areas, with one specific person accountable for the outcome of each area.

BL-015

You do not pre-approve every routine decision a manager makes within their area of responsibility.

BL-016

You can determine the actual outcome of every key area through metrics or other predefined clear criteria.

BL-017

When a routine problem arises within an area, you expect the accountable manager to resolve it rather than automatically taking the function back yourself.

BL-014

You have authorized the people accountable for individual areas to set work priorities independently within predefined boundaries.

BL-018

Under normal conditions, you do not assign tasks directly to employees while bypassing the person accountable for their area.

Confirmed

Operational manager instead of decision-system architect

The owner coordinates operations instead of designing a decision system. The organization cannot carry complexity independently.

Why this is shown

There are not enough answers for this area. This does not mean there is no issue.

Insufficient data

Inability to transfer executive authority

Executive authority remains with the owner. The business cannot yet operate reliably as an independent asset.

Why this is shown

There are not enough answers for this area. This does not mean there is no issue.

Insufficient data

The transition method checks 3–4 critical and 2 supporting criteria. A “Maybe” answer represents uncertainty and is never counted as half-confirmation.

The owner's state

A business often reflects its owner's state. To understand the business, first look at how you are doing.

Energy

100% · confirmed positive answers

Why this is shown

OP-001

You have enough energy for a normal working week without needing constant recovery afterward.

Yes

OP-002

You usually finish the working day feeling in control rather than chronically exhausted.

Yes

Time freedom

50% · confirmed positive answers

Why this is shown

OP-003

You are satisfied with the amount of time left for life outside the business.

Yes

OP-004

You can rest regularly without constant anxiety that the business will stop without you.

Relationships

50% · confirmed positive answers

Why this is shown

OP-005

Your relationships with loved ones are not systematically harmed by constant urgent business tasks.

OP-006

You have predictable time for family or loved ones that operational problems do not usually consume.

Yes

Family

100% · confirmed positive answers

Why this is shown

OP-007

If you have children or other significant family responsibilities, the business allows you to fulfil them without constant role conflict.

Yes

OP-008

You feel able to participate in important events in your loved ones’ lives without disrupting the company’s work.

Yes

Personal finances

50% · confirmed positive answers

Why this is shown

OP-009

Your personal finances are separated from business finances and recorded separately.

OP-010

You have a personal financial reserve covering at least several months of normal living expenses.

OP-011

You can pay for normal holidays and personal expenses without feeling that you are taking critical funds from the business.

Yes

OP-012

Your personal income from the business is predictable enough to plan essential expenses.

Yes

Support

50% · confirmed positive answers

Why this is shown

OP-013

You have at least one person with whom you can discuss difficult decisions and doubts openly without having to play the role of a strong owner.

Yes

OP-014

You receive support or feedback from people other than those who depend financially on your decisions.

Personal goals

50% · confirmed positive answers

Why this is shown

OP-015

You have personal goals that are not limited to growing the current business.

OP-016

You can state what you want to change in your own life over the next few years, independently of company metrics.

Yes

Quality of life

100% · confirmed positive answers

Why this is shown

OP-017

You feel that the current business primarily expands your opportunities rather than only creating new obligations.

Yes

OP-018

If the business remains in its current form for another three years, that scenario broadly matches how you want to live.

Yes

Business liquidity and the owner's freedom

From a business held together by its owner to one with transferred executive authority that can stand as an independent asset. This is a transition map, not a financial valuation.

Startup

Family-type company

Your level

First managers

Next level

Management across functions

Leaving operational management

Why this is shown

BL-013

Your company has distinct functional areas, with one specific person accountable for the outcome of each area.

BL-015

You do not pre-approve every routine decision a manager makes within their area of responsibility.

BL-016

You can determine the actual outcome of every key area through metrics or other predefined clear criteria.

BL-017

When a routine problem arises within an area, you expect the accountable manager to resolve it rather than automatically taking the function back yourself.

BL-014

You have authorized the people accountable for individual areas to set work priorities independently within predefined boundaries.

BL-018

Under normal conditions, you do not assign tasks directly to employees while bypassing the person accountable for their area.

BL-001

During the last 90 days, you received payment from an external customer for a specific product or outcome.

Yes

BL-002

During the last 90 days, at least two customers independently paid for the same product with the same promised outcome.

Yes

BL-004

You have fully delivered a paid outcome to at least one customer.

Yes

BL-003

You can clearly explain the specific outcome for which the customer pays you.

Yes

BL-005

You have a clear way to find the next prospective customer and offer this product to them.

Yes

BL-006

You can make the next sale without creating a fundamentally new product from scratch for every new customer.

Yes

BL-007

You generate repeatable sales of the core product, rather than only isolated chance deals.

Yes

BL-008

Besides you, the business has people or ongoing contractors who are regularly accountable for specific outcomes.

Yes

BL-009

You can delegate a substantial part of product delivery without personally doing all the work for the customer.

Yes

BL-010

Recurring functions in your team are assigned to specific people and are not completely redistributed every day.

Yes

BL-011

You regularly see the key metrics for cash, sales, work delivery, and commitments to customers.

Yes

BL-012

If you are unavailable for several working days, a substantial part of normal work continues without your direct involvement.

Yes

The state of seven business departments

Your company map: where the biggest gaps lie and where work depends most on the owner.

40%

7. Strategy

Systemicity

Why this is shown

BA-7-001

You can clearly state where you are leading the selected business and the significant outcome you want to achieve over the next few years.

Yes

BA-7-002

You have a limited set of strategic priorities with clear expected outcomes rather than only a broad wish list.

Yes

BA-7-003

Your strategic discussions produce specific actions, accountable people, and deadlines.

Yes

BA-7-004

You revisit strategic decisions regularly on a predefined cadence rather than only during a crisis.

Yes

BA-7-005

You can use factual evidence to see whether the company is progressing on its key strategic priorities.

BA-7-006

You regularly test key strategic hypotheses and constraints against market and company data.

BA-7-007

During the last 90 days, at least one manager independently executed a decision in their area linked to a strategic priority without additional instructions from you.

BA-7-008

Important decisions within established strategic boundaries can be made without your involvement in every individual case.

BA-7-009

Your company has a predefined process for reviewing legal, staffing, market, and other material risks before they become a crisis.

BA-7-010

You can test a new direction or product without disrupting the core business or combining their outcomes into one metric.

60%

1. Organization building

Systemicity

Why this is shown

BA-1-001

In your company, every key role has a clear specific outcome for which it is accountable.

Yes

BA-1-002

You can name one person accountable for the outcome of every key function, even if one person combines several functions.

Yes

BA-1-003

In your company, a new employee can learn the core work of their role through a clear procedure rather than only through continuous personal explanations.

Yes

BA-1-004

In your company, key agreements between roles are recorded so that work does not depend on memory and verbal clarification.

Yes

BA-1-005

You regularly see the actual outcomes of key roles or functions, not merely how busy people are.

Yes

BA-1-006

When a role’s outcome deteriorates, you can identify the deviation and its cause before the problem becomes chronic.

Yes

BA-1-007

In your company, every key role has clear routine decisions it may make independently and a defined approval boundary.

BA-1-008

In your company, routine matters within a role are resolved by the assigned accountable person, not by whoever notices the problem first.

BA-1-009

Your team’s routine work continues predictably when you do not participate in work discussions for several days.

BA-1-010

Your company has a prepared backup or a clear way to replace a manager or key role quickly without disrupting the function.

40%

2. Existing clients — sales and marketing

Systemicity

Why this is shown

BA-2-001

Your company has a clear outcome for existing-customer work: retention, repeat sales, expansion, or another specific result.

Yes

BA-2-002

One specific person is accountable for the outcome of existing-customer work, even if you currently perform this function.

Yes

BA-2-003

In your company, the history of contacts, agreements, and next steps for existing customers is stored in one clear workspace.

Yes

BA-2-004

Your company has a repeatable routine for working with existing customers rather than contacting them only occasionally.

Yes

BA-2-005

You regularly see which actions with existing customers led to repeat revenue, retention, or expansion.

BA-2-006

Your company records the reasons for rejection, churn, or reduced customer activity and uses them to change its work.

BA-2-007

The person accountable for existing customers can independently choose routine offers and next steps within predefined boundaries.

BA-2-008

Routine work with existing customers does not require your personal oversight of every message or conversation.

BA-2-009

Customers receive comparable interaction quality regardless of which trained employee communicates with them.

BA-2-010

Existing-customer work continues when you or a key employee is temporarily unavailable.

40%

3. Financial accounting and cash flow

Systemicity

Why this is shown

BA-3-001

Your company has a predefined financial outcome and constraints that must be maintained during the current period.

Yes

BA-3-002

One specific person in your company is accountable for the timeliness and accuracy of key financial data.

Yes

BA-3-003

The company has an updated four-week financial plan with expected inflows and payments by date.

Yes

BA-3-004

You have clear rules for routine expenses, payments, and financial approvals rather than only one-off decisions.

Yes

BA-3-005

Each week, you can see actual income, expenses, and the available cash balance.

BA-3-006

You can see which products, customers, or business directions generate cash and which consume it without sufficient return.

BA-3-007

People accountable for individual budgets or areas know the financial boundaries of their decisions.

BA-3-008

Routine financial decisions within established limits do not require your personal approval every time.

BA-3-009

Your company has a predefined emergency financial reserve or a rule for building one in case receipts decline substantially.

BA-3-010

Financial records, payments, and controls continue when you are temporarily absent from daily work.

40%

4. Product delivery

Systemicity

Why this is shown

BA-4-001

Your company defines in advance the specific outcome the customer must receive and the criteria for accepting it.

Yes

BA-4-002

One specific person in your company is accountable for producing and delivering the customer outcome.

Yes

BA-4-003

Your company can repeatedly produce the same product or service through a clear work procedure.

Yes

BA-4-004

Your company plans orders or projects with regard to capacity, deadlines, and existing commitments.

Yes

BA-4-005

You can quickly see the current stage of every significant order or project.

BA-4-006

Delays, overload, and quality deviations become visible before they cause a failure for the customer.

BA-4-007

The person accountable for production knows which priorities and resources they may change in routine situations without additional approval.

BA-4-008

Most routine delivery problems are resolved within the production function without requiring your intervention.

BA-4-009

Production continues delivering outcomes when one key specialist is temporarily unavailable.

BA-4-010

When order volume grows, you can increase production capacity without repeatedly resorting to personal heroics and manual rescue.

60%

5. Client outcome quality and execution standards

Systemicity

Why this is shown

BA-5-001

Your company has clear quality criteria that allow an outcome to be accepted without relying solely on your personal judgment.

Yes

BA-5-002

For key roles, your company clearly defines the knowledge and skills required to deliver the expected outcome consistently.

Yes

BA-5-003

Quality control is embedded in the normal workflow rather than occurring only after a complaint or your personal intervention.

Yes

BA-5-004

Training and onboarding are structured as a repeatable way to bring a person to the required performance outcome.

Yes

BA-5-005

You regularly see evidence of errors, returns, rework, or other quality deviations.

Yes

BA-5-006

You evaluate training outcomes through changes in a person’s actual work, not merely course completion.

Yes

BA-5-007

The person accountable for quality may stop or return a poor outcome for rework under the established criteria.

BA-5-008

Employees know in advance what to do after detecting a quality nonconformity without having to consult you.

BA-5-009

Quality remains acceptable after a team composition change or the temporary absence of a strong specialist.

BA-5-010

A recurring error leads your company to change a standard, training, or process so that recurrence becomes less likely.

20%

6. New clients — sales and marketing

Systemicity

Why this is shown

BA-6-001

Your company clearly defines the measurable commercial outcome that acquisition and sales must produce.

Yes

BA-6-002

One specific person is accountable for the commercial outcome, even if you handle some key deals.

Yes

BA-6-003

A routine sale follows clear stages from first contact through the customer’s decision and next step.

BA-6-004

For every significant prospect, your company records the next step, accountable person, and deadline.

BA-6-005

Each week, you see the number of new leads from the main sources and understand how many become customers.

BA-6-006

Your company regularly reviews why deals were won or lost and uses the findings to change the offer or sales process.

BA-6-007

The person accountable for a sale can independently complete a routine deal within predefined boundaries.

BA-6-008

Your company defines authority and approval boundaries in advance for discounts, terms, and nonstandard customer promises.

BA-6-009

Routine sales continue when you do not participate in standard negotiations for several weeks.

BA-6-010

Losing one lead source or one strong salesperson does not completely stop new-customer acquisition.

Organization building · 60%

Evidence coverage: 100%

Result: Present

Process: Present

Measurement: Present

Autonomy: Absent

Resilience: Absent

Existing clients — sales and marketing · 40%

Evidence coverage: 100%

Result: Present

Process: Present

Measurement: Absent

Autonomy: Absent

Resilience: Absent

Financial accounting and cash flow · 40%

Evidence coverage: 100%

Result: Present

Process: Present

Measurement: Absent

Autonomy: Absent

Resilience: Absent

Product delivery · 40%

Evidence coverage: 100%

Result: Present

Process: Present

Measurement: Absent

Autonomy: Absent

Resilience: Absent

Client outcome quality and execution standards · 60%

Evidence coverage: 100%

Result: Present

Process: Present

Measurement: Present

Autonomy: Absent

Resilience: Absent

New clients — sales and marketing · 20%

Evidence coverage: 100%

Result: Present

Process: Absent

Measurement: Absent

Autonomy: Absent

Resilience: Absent

Strategy · 40%

Evidence coverage: 100%

Result: Present

Process: Present

Measurement: Absent

Autonomy: Absent

Resilience: Absent

Owner · 1 cross-cutting + 8 functional

Owner traps: what ties you to the business

This is the central consultation-preparation block. The visual depth shows which mechanisms are supported by answers and where to look for an exit first. It is a qualitative manifestation scale, not an invented numerical ranking.

Traps are strengths that helped the owner grow the business to its current level, but may hold back the next transition.

Cross-cutting trap · 1

Chief rescuer

You personally pick up everything that goes out of control. This resolves the immediate problem, but keeps the business dependent on you and prevents the team from becoming autonomous.

Trap depth

Recurring — confirmed by answers

Why this is shown

TR-RESC-001

During the past 90 days, critical situations threatening money, clients, deadlines or quality have repeatedly required your personal intervention.

Yes

TR-RESC-002

Resolving a serious problem is delayed or stops until you personally get involved.

Yes

TR-RESC-003

After you personally resolve a critical situation, problems of the same kind recur.

TR-RESC-004

In critical situations, employees or managers contact you directly, bypassing the responsible manager or the established escalation process.

TR-RESC-005

After a critical situation is resolved, rules, authority, training or the process design usually remain unchanged.

Confirmed

Functional traps · 8

Owner as the center of all decisions

Key decisions wait for your personal involvement. Business speed and scale are limited by your capacity.

Trap depth

Recurring — confirmed by answers

Why this is shown

OD-001

When your company needs an important decision, it usually does not wait specifically for your involvement.

OD-002

Managers can make decisions within their boundaries even when they believe you would choose differently.

TR-FN-DECISIONS-FREQ

During the past 30 days, dependency in decisions required your personal involvement three or more times.

Yes

TR-FN-DECISIONS-DAMAGE

Without your personal involvement, dependency in decisions caused a noticeable loss of money, a client, quality or a deadline.

Yes

TR-FN-DECISIONS-LOAD

Maintaining results in decisions takes more than five hours of your typical working week.

Yes

Confirmed

Owner as the chief salesperson

Key sales and client trust depend on you. Revenue cannot grow faster than your personal time.

Trap depth

Not showing

Why this is shown

OD-003

New sales continue without your personal involvement in most routine deals.

Yes

OD-004

Key customers do not require your constant personal presence to preserve the relationship and revenue.

Yes

Not detected

Owner as the chief producer

Critical production work depends on you. Without you, quality and deadlines suffer, so production does not become reproducible.

Trap depth

Not showing

Why this is shown

OD-005

Production of the core outcome continues without your daily intervention.

Yes

OD-006

Accountable people resolve routine production disruptions without automatically returning the problem to you.

Yes

Not detected

Owner as the financial dispatcher

No allocation of money proceeds without your approval. The team waits and the financial function becomes a queue to the owner.

Trap depth

Not showing

Why this is shown

OD-007

Financial payments, limits, and controls operate without your manual approval of every routine transaction.

Yes

OD-008

You see the financial position through a system of metrics rather than by personally collecting data from people.

Yes

Not detected

Owner as the sole integrator

People come to you as the arbiter for conflicts, alignment and restoring cooperation. Without you, the company does not work as one system.

Trap depth

Recurring — confirmed by answers

Why this is shown

OD-009

Routine conflicts between functions or managers are resolved without making you the permanent arbitrator.

OD-010

Coordination between departments does not require you to relay information and priorities manually every day.

TR-FN-COORDINATION-FREQ

During the past 30 days, dependency in coordination required your personal involvement three or more times.

Yes

TR-FN-COORDINATION-DAMAGE

Without your personal involvement, dependency in coordination caused a noticeable loss of money, a client, quality or a deadline.

Yes

TR-FN-COORDINATION-LOAD

Maintaining results in coordination takes more than five hours of your typical working week.

Yes

Confirmed

Owner as the chief quality controller and holder of standards

Quality standards live primarily in your head. Without a clear reference, the team cannot verify outcomes independently.

Trap depth

Recurring — confirmed by answers

Why this is shown

OD-011

The required quality is maintained without your personal review of most outcomes.

OD-012

Quality errors lead to systemic corrections without requiring your involvement every time.

TR-FN-QUALITY-FREQ

During the past 30 days, dependency in quality required your personal involvement three or more times.

Yes

TR-FN-QUALITY-DAMAGE

Without your personal involvement, dependency in quality caused a noticeable loss of money, a client, quality or a deadline.

Yes

TR-FN-QUALITY-LOAD

Maintaining results in quality takes more than five hours of your typical working week.

Yes

Confirmed

Owner as the main strategy implementer

Strategy lives in your head and is implemented through your personal involvement. The team cannot turn goals and priorities into coordinated action.

Trap depth

Not showing

Why this is shown

OD-013

Managers turn strategic priorities into actions without requiring continuous additional explanations from you.

Yes

OD-014

Business development does not stop when you shift your attention to other owner-level responsibilities.

Yes

Not detected

Owner as the main expert in the company’s key technology

The key technology and its application criteria are known primarily to you. Without you, the team cannot reliably reproduce or develop the core result.

Trap depth

Not showing

Why this is shown

OD-015

Critical company expertise is not concentrated solely in you and can be reproduced by other people or a system.

Yes

OD-016

When you are temporarily unavailable, the team knows where to obtain the rules, data, and expertise that previously required contacting you personally.

Yes

Not detected

Methodological status

ConfirmedNeeds clarificationNot detectedInsufficient data

The assessment uses confirmed indicators and original answers. With insufficient data, no depth is shown. “Systemic” and “critical to owner freedom” are not assigned automatically; they require repeat assessments and consultation.

Choose the first priority from the evidence

The system presents two or three supported candidates instead of automatically declaring one “main” trap. Compare recurrence, consequences and your time; the owner and consultant make the final choice together.

Chief rescuer

You personally pick up everything that goes out of control. This resolves the immediate problem, but keeps the business dependent on you and prevents the team from becoming autonomous.

Why this is shown

TR-RESC-001

During the past 90 days, critical situations threatening money, clients, deadlines or quality have repeatedly required your personal intervention.

Yes

TR-RESC-002

Resolving a serious problem is delayed or stops until you personally get involved.

Yes

TR-RESC-003

After you personally resolve a critical situation, problems of the same kind recur.

TR-RESC-004

In critical situations, employees or managers contact you directly, bypassing the responsible manager or the established escalation process.

TR-RESC-005

After a critical situation is resolved, rules, authority, training or the process design usually remain unchanged.

Owner as the center of all decisions

Key decisions wait for your personal involvement. Business speed and scale are limited by your capacity.

Why this is shown

OD-001

When your company needs an important decision, it usually does not wait specifically for your involvement.

OD-002

Managers can make decisions within their boundaries even when they believe you would choose differently.

TR-FN-DECISIONS-FREQ

During the past 30 days, dependency in decisions required your personal involvement three or more times.

Yes

TR-FN-DECISIONS-DAMAGE

Without your personal involvement, dependency in decisions caused a noticeable loss of money, a client, quality or a deadline.

Yes

TR-FN-DECISIONS-LOAD

Maintaining results in decisions takes more than five hours of your typical working week.

Yes

Owner as the sole integrator

People come to you as the arbiter for conflicts, alignment and restoring cooperation. Without you, the company does not work as one system.

Why this is shown

OD-009

Routine conflicts between functions or managers are resolved without making you the permanent arbitrator.

OD-010

Coordination between departments does not require you to relay information and priorities manually every day.

TR-FN-COORDINATION-FREQ

During the past 30 days, dependency in coordination required your personal involvement three or more times.

Yes

TR-FN-COORDINATION-DAMAGE

Without your personal involvement, dependency in coordination caused a noticeable loss of money, a client, quality or a deadline.

Yes

TR-FN-COORDINATION-LOAD

Maintaining results in coordination takes more than five hours of your typical working week.

Yes

No unapproved numerical formula, automatic winner selection or “Owner monopoly on authority” trap is used.

Ten levels of AI implementation in the company

Your currently confirmed level and the criteria for the next step.

AI Friendly

Employees independently use AI as a chat for individual tasks.

Why this is shown

AIL-01-01

You or your company’s employees regularly use AI for drafting text, analysis, finding solutions, calculations, or other work tasks.

Yes

AIL-01-02

Your company has work tasks where you or employees open an AI tool, formulate a request, and provide the required data yourselves.

Yes

AIL-01-03

When using AI, you or an employee review its output and remain accountable for the final decision or action.

Yes

AIL-01-04

This manual use of AI occurs regularly on real work tasks rather than only as an occasional experiment.

Yes

AI Automated

Automations, AI agents or workflows independently perform repeatable tasks.

Why this is shown

AIL-02-01

Your company has at least one recurring process where AI starts automatically from an event, rule, or schedule without someone manually opening a chat.

Yes

AIL-02-02

After starting automatically, the AI you use can complete one or more work steps without intermediate human involvement.

Yes

AIL-02-03

The output of this AI process is automatically passed to the next person, system, or work stage.

Yes

AIL-02-04

This automatically triggered AI process is used reliably in real work and has a history of actual runs and outcomes.

Yes

Current

AI Integrated

AI connects to working systems, receives data and returns results into the process.

Why this is shown

AIL-03-01

AI in your company automatically obtains the required work data directly from a CRM, ERP, database, or another operational source.

AIL-03-02

For AI to operate normally, employees do not have to copy the main input data into it manually each time.

AIL-03-03

AI output can automatically return to an operational system and become part of the subsequent process.

AIL-03-04

This integrated AI process runs regularly on real data and is not merely a one-off technical test.

AI Orchestrated

AI coordinates work within a shared process, passes context and tracks outcomes. This is not line management of people.

Why this is shown

AIL-04-01

One work process in your company uses multiple AI agents, models, or specialized AI functions with different roles.

AIL-04-02

The sequence of different AI components is determined automatically, and outputs pass between them without manually assembling every step.

AIL-04-03

The process includes a separate automated check, critic, judge, or another mechanism for controlling AI output quality.

AIL-04-04

This orchestrated AI process regularly performs real work, while people mainly handle exceptions and complex decisions.

AI Native

The process is designed around AI from the start: people set goals and boundaries; AI handles core work and exceptions.

Why this is shown

AIL-05-01

Your company has an important process designed from the outset around AI performing the core intellectual work.

AIL-05-02

In this process, people mainly set goals, constraints, and criteria and handle exceptions rather than performing most routine work.

AIL-05-03

If AI were removed, the process could not simply continue in its previous form with a small loss of speed; the process itself would need redesigning.

AIL-05-04

This AI-native process already carries a significant share of real workload rather than existing only as a pilot or demonstration.

Programmable organization

Company management rules become executable AI logic.

Why this is shown

AIL-06-01

Some management standards in your company exist not only as documents for people but also as formal rules or criteria applied by AI.

AIL-06-02

Changing such a rule can alter AI behavior without manually rebuilding every individual work step.

AIL-06-03

AI decisions or outputs are automatically checked against predefined organizational criteria.

AIL-06-04

Formalized AI rules actively govern recurring decisions or actions and are used reliably rather than only being tested.

Self-adaptation

AI adjusts how it operates based on observed downstream outcomes.

Why this is shown

AIL-07-01

The AI system in your company regularly compares its decisions or forecasts with subsequent actual outcomes.

AIL-07-02

Based on those outcomes, the system can change some parameters, thresholds, or selection methods without a person manually redesigning every change.

AIL-07-03

This adaptation occurs within predefined boundaries and does not require approval for every small adjustment.

AIL-07-04

You have a change history showing that automatic adaptation was applied in real work and that its impact on outcomes can be verified.

Self-development

AI can change the design of the workflow itself, not only its parameters.

Why this is shown

AIL-08-01

The AI system you use can propose a new configuration of the work process itself rather than only changing individual parameters within it.

AIL-08-02

The AI system can propose or execute changes to task allocation among AI agents, people, or process components.

AIL-08-03

The system can compare different ways of organizing work and retain the better-performing configuration.

AIL-08-04

In this system, you set evolution goals, constraints, and criteria rather than manually defining every role and sequence of steps.

Reality generator

AI discovers and tests new products, models, markets and opportunities.

Why this is shown

AIL-09-01

The AI system in your company independently discovers market, technological, or organizational opportunities that were not assigned to it in advance as a specific task.

AIL-09-02

The system can turn a discovered opportunity into a hypothesis for a new product, business model, category, or market.

AIL-09-03

AI in your company can organize or substantially automate testing such a hypothesis with real data, customers, or the market.

AIL-09-04

Your company has at least one actual product, direction, revenue source, or opportunity whose origin can be traced to such an AI process.

Civilizational level

The resulting AI approach changes how other organizations, a market or an industry work.

Why this is shown

AIL-10-01

Independent organizations already use the AI approach created by your company, and it changes how they work.

AIL-10-02

New roles, standards, educational programs, partner ecosystems, or other ways of reproducing the approach are emerging around your model.

AIL-10-03

The impact of your model can be observed not only inside your company but also across an industry, market, or social system.

AIL-10-04

You have external confirmation from independent organizations or the market that your AI model changed how they work rather than merely becoming a successful product of your company.

One next verifiable step

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