The proportion of your known failure modes that something now stops automatically. Take the last twenty production incidents and ask, for each one, whether a recurrence would halt the work on its own or whether somebody would have to notice. Count the ones that would stop and divide by twenty.

Three tests that separate a pricing metric from a value metric. The customer already counts it, the customer controls it, and it tracks the customer's value. Every vendor has a pricing metric because every vendor has to bill on something. Only some of them have a value metric.

Whatever is already positioned to catch what AI gets wrong. Three exist on the language side, and a fourth appears once output becomes action.

Manual daily capacity divided by daily volume. Multiply the throughput one trained person achieved before automation by the number of people who have actually done the work by hand, then divide by the volume the process handles per day. Below 1.0 the manual fallback cannot keep pace with incoming work.

Declared capability arrives as a feature you can accept or refuse. Latent capability changes what an already-implemented feature can do, with no feature to gate.

Two questions about AI output produce four deployment positions. The reviewed, the unreviewed, the gated, and the audited.

Two questions that surface an AI feature's unstated environmental dependency before signature rather than during rollout.

A one-hour diagnostic applied to a single automated decision. Pull the change history and check whether every entry has an owner and a reason.

A six-question inventory applied to every automated process that produces a decision about a specific person. You are looking for the decisions that lost their signature.

The discipline of confirming that the business still agrees with the decisions its systems help make. Distinct from technology governance, which owns the system rather than the judgment inside it.

The settings that change what a system produces, who controls them, and what range of outputs the business is willing to sign for.

Work where the output is the point separates from the person and does not come back. Work where whose call it is forms part of the product does not separate.

A position leaves your working set without ever being evaluated, because something more urgent took its slot. Not a decision. An outcome.

Every complex building holds three populations at once: the people who work in it, the people who work on it, and the people it works for. Enterprise networks are provisioned for the first.