High value / low cost of proof
Scale first
These are your best candidates for enterprise impact. They tend to have a bounded scope, clear ownership, controllable risk, and a clean line to outcome measurement. They can be embedded into workflows without reinventing the organisation’s control structures.
Low value / low cost of proof
Use as learning arena
These are useful as learning arenas and they can build organisational fluency, pattern libraries, and confidence. But they should not dominate the investment agenda.
High value / high cost of proof
Back deliberately (or pause)
These may still be worth pursuing, but only if leadership is willing to fund the trust work explicitly. If not, they tend to drift into a different form of pilot purgatory: repeated escalations, delayed approvals, and late-stage redesign.
Low value / high cost of proof
Avoid
These are the traps: impressive features, unclear value, and heavy defensibility burden. This is where organisations burn time while believing they are making progress.
AI governance framework EN
Maria
Created on April 9, 2026
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Transcript
High value / low cost of proof
Scale first
These are your best candidates for enterprise impact. They tend to have a bounded scope, clear ownership, controllable risk, and a clean line to outcome measurement. They can be embedded into workflows without reinventing the organisation’s control structures.
Low value / low cost of proof
Use as learning arena
These are useful as learning arenas and they can build organisational fluency, pattern libraries, and confidence. But they should not dominate the investment agenda.
High value / high cost of proof
Back deliberately (or pause)
These may still be worth pursuing, but only if leadership is willing to fund the trust work explicitly. If not, they tend to drift into a different form of pilot purgatory: repeated escalations, delayed approvals, and late-stage redesign.
Low value / high cost of proof
Avoid
These are the traps: impressive features, unclear value, and heavy defensibility burden. This is where organisations burn time while believing they are making progress.