Clarity
Can people find and interpret the guidance that applies to their work? Are approved tools, decision rights, and escalation paths understandable?
3C
Clarity. Capacity. Culture.
3C helps leaders understand whether the organizational conditions exist to translate AI ambition into competent, responsible, and adaptable practice.
The premise
AI strategy succeeds or fails inside an organization.
Policies and tools matter. But institutions also need people to understand expectations, have access to the capabilities required to act, and work in an environment where questions, concerns, experimentation, and learning are legitimate.
Capacity
Do people have appropriate tools, time, practical guidance, and access to privacy, security, accessibility, and other expertise when they need it?
Culture
Can people share what works and what does not, raise concerns, make professional choices about use, and learn collectively as practices change?
What it examines
A leadership view and a workforce view.
3C is designed to surface both the formal system and the lived experience of AI at work. Its current instrument architecture includes leadership and staff perspectives on guidance, skill and practice, access and support, organizational culture, risk and resilience, governance, decision rights, and workflow practice.
The goal is not to measure enthusiasm for AI. It is to understand whether the institution can make sound decisions about when and how AI should — and should not — be used.
From evidence to action
Assessment is useful only if it changes a decision.
Listen
Capture leadership and staff signals without reducing the institution to a single sentiment score.
Analyze
Identify patterns, gaps, constraints, and differences between formal expectations and operational reality.
Interpret
Put the findings into institutional context and identify the few issues that merit leadership attention.
Act
Translate findings into a focused set of decisions, owners, and near-term actions.