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MING Labs · Framework 04

Operating Model for GenAI — Canvas

Company: ____________________ Date: ____________________

Strategy

Quarterly
"What and Why" — 1-2 people. C-level sponsor + AI lead.

People

Who makes portfolio & kill decisions?
Name / role:

Responsibilities

Set portfolio, allocate budget, make kill decisions, quarterly review
Key decisions this layer owns:

Enablement

Continuous
"How and With What" — 2-3 people. Not a department.

People

Who evaluates tools, sets standards, trains?
Name / role:

Responsibilities

Tool evaluation, standards, context infrastructure, training (not one-off)
Current gaps:

Execution

2-week sprints
"Build and Run" — in business units. Squad: 1 owner + 1 builder + 2-3 users.

First Squad

Owner + builder + users for first initiative
Names / roles:

Current Initiative

What is this squad building? What's the 6-week target?
Use case + target:

Domino Strategy — Scaling Sequence

Map your departments from lowest resistance to highest. Each win unlocks the next through peer proof. Fill in department names.
1st — Lowest Resistance
Department
Process-driven, data-rich
→
2nd
Department
Adjacent, sees proof
→
3rd
Department
Two wins → confidence
→
4th
Department
Higher resistance, peer proof
→
5th — Enterprise
Department
Board sees the pattern

⚠ Anti-Pattern: The CoE Trap

15-person Center of Excellence that becomes a bottleneck. Enablement should be 2-3 people max.

We have this risk

⚠ Anti-Pattern: The Platform Tax

Spending 10× more on AI platforms than on training the people who use them. Tools without training = waste.

We have this risk

⚠ Anti-Pattern: The Frog Problem

"If you want to drain a lake, don't ask the frogs." Governance blocking instead of enabling.

We have this risk
MING Labs — The GenAI Playbook sebastian.mueller@minglabs.com