AI Framework Suite
Organisational Intelligence Instruments
Three instruments that look beyond individual outputs: at the maturity, capability and wellbeing of the people and organisation doing the work. This page explains what each is for, who should use it, and where to start.
Tier 2 · three instruments
- Maturity
- v0.1 beta
- Capability
- v0.4 beta
- Wellbeing
- v0.2 beta
01
AI Maturity ModelBeta
Where are we on our AI journey?
A five-stage baseline assessment across five dimensions. Quick, accessible and suitable for everyone, including people not yet using AI.
Also answers
"Where does our organisation currently stand with AI, and what should we be aiming for?"
Designed for
- All staff, including those not yet actively using AI
- Leadership setting organisational AI targets and priorities
- HR and people teams establishing a baseline before training
- Teams tracking progress quarter by quarter
Start here if you are new to AI assessment. The Maturity Model is the broadest entry point, it works for any individual or team regardless of their current AI usage level.
02
AI Capability ModelBeta
What kind of AI user am I?
A personal capability assessment. Discover your AI archetype, understand your strengths across sixteen capabilities, and get a clear development path.
Also answers
"What can I, or my team, do with AI right now, and where should I focus next?"
Designed for
- Individuals who use AI tools regularly and want to understand their profile
- AI champions and ambassadors mapping their strengths
- Teams identifying where capability is concentrated and where gaps exist
- Managers building a picture of their team's AI capability mix
This assessment is for people already using AI regularly. It works best when answers reflect real current practice rather than aspirations or occasional use.
03
AI Organisational Wellbeing InstrumentBeta
What is AI doing to us?
A periodic reflection on how AI adoption is affecting the people doing the work: across workload, role confidence, autonomy, resilience and psychological safety.
Also answers
"Is AI making things better or harder for the people in this team, and what needs attention?"
Designed for
- Individual staff reflecting honestly on their experience of AI at work
- Managers assessing their team's wellbeing from a leadership perspective
- HR and people teams tracking the human impact of AI adoption over time
- Leadership building a picture of organisational health around AI
This instrument has two modes. Staff complete it privately with full anonymity. Managers complete a separate version reflecting their view of the team. Results are never shared individually.
Signposting
Which instrument should I use?
Answer two quick questions to find out where to start.
Question 1 of 2
What is your primary role in this context?
Question 2 of 2
Show full reference table
| Who you are | Capability Model | Wellbeing Instrument |
|---|---|---|
| Individual using AI regularly | ✓Take for yourself | ✓Staff mode, answers are private |
| AI champion or ambassador | ✓Primary audience | ✓Staff mode |
| Team manager | ✓Take individually or encourage team | ✓Manager mode, your view of the team |
| HR or people professional | –Use team results collectively | ✓Use aggregate codes to understand patterns |
| Not yet using AI regularly | –Not yet, better once AI is part of regular work | ✓Yes, your experience of AI's impact is valid regardless |
01.
How the two instruments work together
The Capability Model and the Wellbeing Instrument answer different questions, but together they give a more complete picture than either can alone.
Capability Model
What people can do
A snapshot of current AI capability. Useful for identifying strengths, planning development and understanding what kind of AI user profile exists across a team. Taken periodically: when someone starts using AI more seriously, or when a team wants to map where it stands.
Wellbeing Instrument
How people are doing
A periodic check on the human experience of AI adoption. Useful for identifying whether AI is creating pressure, confusion or strain alongside any productivity gains. Taken quarterly or alongside major changes in how AI is used in the team.
When both are used together, a team that has mapped its capability profile and is periodically checking in on wellbeing, the results become genuinely diagnostic. Strong capability scores alongside declining wellbeing, for example, suggests that expectations are outpacing the support in place. The two instruments make that visible.
02.
The AI Champion role
Many organisations are moving towards appointing informal AI champions: people who act as advocates, guides and connectors for colleagues navigating AI adoption. The Capability Model is designed to support that role directly.
An AI champion does not need to be the most technically advanced person in the room. What matters more is a combination of practical capability, willingness to share what they have learned, and the interpersonal confidence to support colleagues who are uncertain. The archetype profiles in the Capability Model are designed with exactly this in mind: the AI Catalyst, for example, is often the natural champion even if their technical scores are lower than others.
If your organisation is thinking about how to identify, support or develop AI champions, the Capability Model is a useful starting point for the conversation.