The AI role atlas is a leadership tool I use in advisory work and training: it maps the organisation's task types and decides for each one which role AI should play – from none at all, via assistant and sparring partner, to independent actor with human approval.
The strength of the atlas is that it dissolves the wrong debate – for or against AI – and replaces it with a series of concrete, manageable decisions. An organisation rarely holds the same view on AI in customer contact, in internal research and in creative development. Nor should it.
The atlas is also a communication tool: once the roles have been decided and mapped out, every employee can see where the boundaries lie – and why. That creates the sense of security on which adoption in practice depends.
In practice
In a workshop, we take the organisation's 15–20 most important task types and place them in the atlas together – leadership and professional specialists at the same table. The result is a map everyone can navigate by, and which is updated as the technology moves.
How to explain it to senior management
»The question is not whether we use AI – but which role it should have in this particular task. That is a decision, not a coincidence.«
The atlas is part of AI adoption – from decision to practice and of the AI strategy workshop.