Picture the first Monday of the month. Your credit manager opens one sheet and reads four lines: every collector has the follow-up capability, these people run it every week, this share of its drafts goes out as prepared, and this many more overdue invoices got a follow-up inside five days. Ten minutes later she knows the one change that brings the whole team onto it. That is how a team gets to 10X what it can do: every person in the role, every week, working to the standard of the best.
Most adoption reports stop at the seat count, and a seat count describes a purchase. The sheet below describes the work. It takes an operations leader and IT about an hour a month to fill in, and it turns “how is the AI rollout going?” into a decision. It belongs to the last steps of how we plan: prove a capability on real work, then roll it out to every role that does that work.
Three questions, in order.
- Is it installed?Availability. Every person in the role can open the capability in the approved AI workspace, with access to the records it reads, and has run one real case. IT answers this one.
- Is it used?Repeat use. Count the people who ran it in most weeks of the month and the share of the work that went through it. A first try in week one is an introduction; the fourth week is adoption.
- Is it useful?Two lines, because useful means two things. Quality: the reviewer passes what it prepares. Business effect: the number the workflow exists to move has moved from its baseline. The owner of the workflow answers both.
Each question catches what the others miss. Full access with thin repeat use points at the rollout. Strong repeat use with weak review results points at the capability. Strong on both with a flat business number points at the choice of work. The owner’s side of the rollout is in the rollout checklist.
The sheet, with one team’s month.
The team is the six collectors in the credit department of an invented building-supplies distributor. The capability is overdue-invoice follow-up preparation: it prepares each follow-up from the invoice, the account history and the firm’s collection rules. A collector reviews and sends every message, and the credit manager decides anything about holds, disputes or terms. The second column is the blank sheet; copy it for your own team.
Illustrative example with invented data. An invented 150-person distributor. Month measured: September, the first full month of use. Baseline: August. Owner: the credit manager. Access: the IT manager.
| Line | What to count, and who supplies it | September | What the owner reads |
|---|---|---|---|
| Installed: availability | People in the role with working access, and people who have completed one real case. Supplied by IT and the rollout checklist. | 6 of 6 have access. 6 of 6 have completed a first case. | Installed. Nothing to fix. |
| Used: repeat use | People who ran it in at least three of the four weeks, and the share of the month’s work prepared with it. Supplied by the workspace’s usage record and the collections log. | 4 of 6 collectors. 212 of 340 follow-ups sent, 62%. | Two collectors stopped after week one. Both carry the accounts on payment plans. |
| Useful: quality | A reviewer’s sample of prepared drafts, sorted three ways: sent as prepared or lightly edited, substantially rewritten, stopped. Supplied by the named reviewer. | 40 drafts sampled. 31 sent, 7 rewritten, 2 stopped. | Six of the seven rewrites were payment-plan accounts. Both stopped drafts chased an invoice under dispute. |
| Useful: business effect | The one number the workflow exists to move, beside the same count for the baseline month. Supplied by the owner from the receivables system. | Newly overdue invoices followed up within five working days: 340 of 410, 83%. August: 211 of 390, 54%. | The target is 90%. The payment-plan accounts are most of the gap. |
Read the lines together.
Read alone, each line starts its own argument. “Four of six” sounds like a training problem, and “seven rewrites” sounds like a quality problem. Read together, the lines say one thing: the capability handles a standard overdue invoice well and has no rule for an account on a payment plan. The two collectors who stopped made a sound call. On their accounts it was faster to write from scratch.
So the credit manager makes three decisions, none of them another training session. She writes the payment-plan rule with the two collectors who hold it: what the agreed schedule says, which instalment is late, what tone the firm takes. She turns the six rewritten drafts and the two disputed invoices into test cases, so the capability is retested before the change reaches the team. And she sets next month’s targets: six of six on repeat use, and 90% followed up within five days.
The people who seemed slowest to adopt turned out to hold the knowledge the capability was missing. Everyone has the AI. One person gets the result. shows that pattern in one expert. Here it runs across a whole team, which is why the sheet counts work and never ranks people.
Keep the sheet sound.
- Take the baseline first.Count the business number for the month before the workflow starts, the same way you will count it afterwards.
- Keep the counts the same.Same definitions, same sources, every month. One month is a reading and three months is a trend.
- Name what else changed.A new collector, a price rise or a seasonal rush moves the business number too. Write it under the sheet.
- Share it with the team.Show them the sheet and ask what the capability is missing. Their answer is usually the next improvement.
- Give it to the owner.IT supplies access and usage, the reviewer supplies quality, and the owner reads all four lines and decides. Who owns an AI capability after the pilot? sets out those responsibilities.
This sheet reads adoption across a team. To put a figure on one workflow, before and after, use What is an AI workflow worth? Measure it from your own baseline.
The sheet works on the platform your team already has: ChatGPT, Claude, Copilot or Gemini. You set the pace, and your organization keeps control of how the work gets done.
Bring one capability your team already has access to and the number you want it to move.