An AI org chart should show the work between teams.

The client success manager opens the kickoff call already knowing what Buyer A was promised, who approves on the client side and what marketing learned in the first conversation. The account executive spent the week on the agreement instead of retyping notes. Marketing’s research reached the person who needed it, and nobody chased anybody for a missing detail. Multiply that across every piece of work that crosses a team line and you have what we mean by 10X what your team can do.

Most AI plans start somewhere else. They take the org chart and add a box to each team: a writing assistant for marketing, a proposal tool for sales, meeting summaries for client success. That chart tells you who has a tool. Onboarding goes wrong at a moment it never shows: the signed agreement reaches client success without the scope Buyer A was told about.

Show the work once, then the roles it passes through.

A capability lands on a role: one role runs it and one role owns the result. The work is won or lost where it passes from one role to the next. Plan both.

Write each piece of work once, as one shared record: what starts it, what finishes it and what it must carry the whole way. List the roles it passes through, in order. Then give each role its own view of that record: what it receives, what it owes the next role and what AI prepares for it. Mark every handoff and every decision a person takes. The record keeps every team working from the same facts.

One onboarding workflow as a shared record.

Here is client onboarding at an invented 80-person B2B services company. Marketing creates the account context, sales confirms the agreement and client success organizes onboarding.

Illustrative example with invented data. The shared record every team works from.

The same workflow in three team views.

Each role reads the same record for its own part of the work: what it sees, what it owes, what AI prepares and what it decides.

Illustrative example with invented data. One record, one column per role.

Two rules live in the shared record, where all three teams can see them. A requested start date stays requested until the client success manager confirms capacity. An open item stays visible in every view until its owner closes it.

Land each capability on the role that does the work.

Once the views are drawn, the capabilities have obvious homes. The account executive’s part matches sales proposal preparation: a draft built from approved company information and Buyer A’s stated requirements, with an evidence checklist and open questions. The move from sales to client success matches account handoff: the signed agreement, the agreed scope and the missing details, prepared for the client success manager to confirm.

Each capability has an owner and a reviewer by role, and the record connects them. The same work also runs through several systems; the work that matters crosses systems follows it there. The capability map for the people function draws the same kind of record for recruiting, training and development.

Draw your first shared record.

Pick one piece of work that crosses at least two teams and recurs every week or month. Write its record, draw one view per role and mark the handoffs and the human decisions. That page is the starting point for the first 90 days of an AI adoption plan, and often its first pilot.

Your platforms, your pace, your people. Fully Powered works across ChatGPT, Claude, Copilot and Gemini, in the workspace your organization already uses, and the organization keeps control of how the work gets done. This is AI capability planning: start from the outcome, map the work that crosses teams and land each capability on the roles that do it.

Bring one piece of work that crosses teams, and the roles it passes through.