CURRENT - Organisational Self Assessment on Generative AI Capabilities [COPY TO USE]

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3	Organisational Self Assessment on Generative AI (GenAI) Capabilities
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5	Self assessment tool for staff driving the topic of Generative AI (Gen AI) application within an organisation. For each statement, rank the organisation on a scale of 1 to 3 with 1 being “Not at all/Not Started”, 2 being "In Progress" and 3 being “Completely done”.
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8	Statement	Ranking	Notes	Score (out of 123)	What does your score mean?
9	Organisational Structure & Culture around Gen AI			0	If you scored 20-46 points: Take more time to understand your organisation’s needs and considerations. Assessing your organisation was the first step forward; now you can use these prompts to continue on your journey and check back later to analyse your progress.
10	1. There is a person responsible for leading this effort and ideally a cross-organisational working group in place to provide support and increase buy-in.
11	2. There is a governance system with clear decision-making mandates in place that looks after strategy, policies, and how the work intersects with other key areas such as compliance, risk, and audit.				If you scored 47-82 points: You are well on your way to driving change with GenAI, and a little more work in specific areas will ensure you are better positioned to address any challenges that arise in moving your initiative forward.
12	3. Data governance structures and agreed data standards are in place to best support high-quality data leveraged for GenAI opportunities.
13	4. A budget has been allocated for GenAI initiatives, including tool acquisition, education, testing and prototyping GenAI-based solutions, and potential scaling of validated solutions.				If you scored 83-123 points: YAY! You have taken most of the steps we can think of to drive GenAI in your organisation (and we would love for you to join our group so we can learn from your experience; sign up here). If you have suggestions to add to this assessment, we would love to hear from you and learn from your deep experience too.
14	5. A staff engagement plan is in place with clear opportunities for involvement or information dissemination.
15	6. A platform is in place where information about the initiative, opportunities, and progress is shared transparently.
16	7. The organization is adopting GenAI in alignment with the organizational mission opposed to following a trend.
17	8. The leadership/executive board is supportive of GenAI and technological innovation.
18	Identify internal champions and GenAI advocates who can promote GenAI adoption across departments.
19	9. Our organization has established change management practices and handles technological change & innovation effectively.
20	GenAI Strategy
21	10. An organisational self-assessment on GenAI is completed.
22	11. The use of GenAI for achieving the mission (versus adopting/trend-following) is clear, and the value GenAI can bring to the organisation is identified.
23	12. There is a strategy or action plan for GenAI integration in place, and everyone involved in the GenAI initiative understands it. It dovetails with the overall organisational strategy or priorities.
24	13. The strategy for GenAI is designed with the organisational culture in mind (anticipating potential barriers, change management needs, etc.).
25	14. There is a framework (guidelines, policy) built and socialised on how staff should use GenAI.
26	15. A values-driven approach or at least basic guardrails are identified to guide the development and implementation of GenAI-based innovations within the organisation.
27	16. Our organization's IT infrastructure & strategy, including cloud computing capabilities, data storage, and processing power, is adequate to support GenAI.
28	Use Case Validation & Readiness
29	17. There is confidence in the understanding of how GenAI is already leveraged/underutilised within the organisation (via survey, mapping, etc.).
30	18. A sense of the problems solved by GenAI is in place, distinguishing between efficiency gains and impact gains.
31	19. There is clarity on which problems/opportunity areas should be prioritised based on an assessment of feasibility, desirability, and viability.
32	20. There are known early adopters from whom lessons can be learned, internally or externally (in terms of barriers they faced, enabling conditions they needed, etc.).
33	21. Guidelines for GenAI-based solutions or for building GenAI-based features are being put into place and can be applied to use cases.
34	22. A process for tracking learnings, progress, and impact of these use cases is in place.
35	23. Interim implementation plan exists for piloting projects to test specific GenAI applications within key departments.
36	Capacity & Skills
37	24. The organisation’s level of GenAI fluency in skills and knowledge is assessed.
38	25. GenAI terminology is agreed on and understood, especially within the organisation’s leadership.
39	26. There is a plan in place to increase GenAI fluency to a level appropriate for the organisation's needs (potentially differentiating for different roles, seniorities, etc.).
40	27. Those in the organisation who can most benefit from leveraging GenAI are trained and are using it confidently.
41	28. There is a plan in place on how to prepare staff and stakeholders for changes brought about by GenAI integration.
42	29. Our IT team has the necessary skills and expertise to support GenAI technologies.
43	Risk & Mitigation
44	30. The organisation’s risk exposure when leveraging GenAI tools (in the categories of data, ethics, etc.) is identified, and mitigation is discussed wherever possible.
45	31. Risks or failure states for the organisation should it not leverage GenAI are clear.
46	32. The organisation has a process to address or mitigate potential ethical issues related to GenAI usage, such as biases in decision-making or transparency in GenAI-driven choices.
47	33. The organisation has access to specific training programs that address not just GenAI usage but also its ethical implications.
48	34. The organisation has established clear protocols & policies to ensure that data privacy, quality, storage, ethical violations and security are prioritized in all GenAI applications.
49	35. The organisation adheres to relevant data protection regulations (e.g., GDPR)
50	36. Potential risks associated with GenAI adoption, such as job displacement and secutiy threats have been identified.
51	37. Mitigation strategies are planned/in place to address all the risk areas with implementation of GenAI within the organization.
52	Wider Ecosystem Engagement
53	38. Exchange is in place with other actors in this space to exchange knowledge and practices, for example: - Experts (i.e., IT companies, universities) - Peers (i.e., other NGOs, local peers) - Policy (i.e., working groups in the country)
54	39. A decision on whether the organisation aims to publicly discuss its usage of GenAI is made, and action is taken accordingly.
55	40. A decision on whether the organisation aims to influence the development of GenAI or GenAI regulations globally or in the country is made, and action is taken accordingly.
56	41. There is an effort to assess external factors such as global GenAI regulations or partnerships with external entities to influence organizational GenAI development globally, regionally or in your country.
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