AI Readiness Assessment — The Digital Agency Limited

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Dimension 1 · 25% weight

Data Infrastructure

AI runs on data. If an organisation has no clean, consistent, and accessible data, no AI tool will deliver results. You are assessing whether data exists, whether it is structured, where it lives, and who controls it.

Where does your organisation primarily store its key operational data?

Paper records, notebooks, or physical files only

Personal devices and WhatsApp messages — no central system

A mix of Excel files across different staff members

Shared digital system (Google Drive, SharePoint, or similar) with some gaps

A centralised database or enterprise system with consistent, structured records

How consistent is your data entry? Do different staff record the same information in different formats?

No standards exist — everyone records things their own way

Some informal conventions but not enforced or documented

Some departments have standards, others do not

Organisation-wide data entry standards exist but compliance is inconsistent

Strict data entry protocols exist, are documented, and are consistently followed

Can your organisation produce a report of the last 12 months of key operational data in under 30 minutes?

No — we would need to collect and compile data from multiple sources, which takes days

Possibly, but it would require one specific person who knows where everything is

Yes, but the report would have gaps or inconsistencies

Yes, for most data — but some areas still require manual compilation

Yes, entirely — our reporting is automated or near-automated

Do you have a single agreed source of truth for any key organisational metric — or do different departments have different numbers for the same thing?

Different departments regularly have different numbers — this causes confusion

There are disagreements occasionally but they get resolved manually

We have one source of truth for some metrics but not all

Most key metrics have an agreed source, with minor exceptions

All key metrics have a single agreed source that everyone uses consistently

Has your organisation experienced significant data loss in the last 3 years?

Yes — and we lost critical data we have not recovered

Yes — we lost data but were able to partially reconstruct it

Minor losses only, but we have no formal backup system

No significant losses, and we have an informal backup process

No losses — we have a formal, tested backup and data recovery system

Dimension 2 · 15% weight

Technology Infrastructure

Can the existing technology environment support AI tools? Internet reliability, device quality, software licensing, and IT capacity are real constraints that most global AI frameworks completely ignore.

What best describes your organisation's internet connectivity?

Mobile data only — unreliable and dependent on individual staff data plans

Shared mobile broadband — often slow or unavailable during peak hours

Broadband connection, but frequent outages lasting hours or days

Generally reliable broadband with occasional outages

Reliable, fast broadband with backup connectivity and negligible downtime

What devices do staff primarily use for their day-to-day work?

Personal mobile phones — no organisation-provided devices

Mostly personal phones and laptops, with a few shared organisation computers

A mix of personal and organisation devices — inconsistent across departments

Most staff have organisation-provided devices, with some personal device use

All staff have standardised organisation-provided devices that meet work requirements

What software tools is your organisation currently licensed and actively using?

Free tools only — WhatsApp, Gmail, and Google Docs in personal accounts

Free tools plus one or two licensed tools used by select staff

Microsoft Office or Google Workspace, licensed for most staff

A suite of tools appropriate to the organisation's size, mostly well-used

Comprehensive, well-licensed software stack with active usage across the organisation

How does your organisation handle IT support and maintenance?

We call someone we know when things break — no formal arrangement

One staff member handles IT informally alongside their main role

We have an external IT support provider on an ad hoc basis

Regular IT support through a retainer or part-time IT staff

Dedicated IT staff or a robust managed services arrangement with clear SLAs

Q10

Has your organisation tried any AI or advanced digital tools in the last 18 months? What happened?

No — we have not tried any

We tried something briefly but abandoned it quickly

We tried a tool and some staff still use it inconsistently

We adopted one or two tools and they are used regularly by some teams

We have successfully embedded two or more AI or advanced digital tools into regular workflows

Dimension 3 · 20% weight

People & Digital Literacy

The most common reason AI fails in Nigerian organisations is not the technology — it is the people. Change resistance, low digital confidence, poor training culture, and leadership that does not model adoption are the real blockers.

Q11

How would you describe your team's general comfort level with new technology?

Mostly resistant — new tools are met with suspicion or avoidance

Cautious — staff wait to see if tools are really necessary before engaging

Mixed — some enthusiastic early adopters, most wait-and-see

Generally receptive — most staff engage with new tools when guided

Actively curious — staff seek out new tools and often suggest improvements

Q12

When your organisation introduces a new tool or process, what typically happens in the first 3 months?

Most staff ignore it or revert to old methods within weeks

A few staff adopt it; most continue as before

Adoption is patchy — usage depends on individual motivation rather than structure

Most staff adopt it with some guidance, though usage isn't always consistent

Structured rollout happens, adoption is tracked, and issues are resolved systematically

Q13

Do you have staff who are currently using AI tools in their work — with or without official permission?

No — to our knowledge, no staff are using AI tools

Possibly, but we have no visibility into this

Yes, a few individuals use tools like ChatGPT informally

Yes, several staff use AI tools — it is acknowledged but not formally managed

Yes, and we have a policy or guidelines governing how AI tools should be used

Q14

Has your team received any formal digital skills or technology training in the last 2 years?

No formal training of any kind

One-off training for one or two staff, not organisation-wide

Some departments have received training, others have not

Most staff have had relevant training, though coverage is incomplete

Regular, structured digital training is part of the organisation's staff development plan

Q15

How does leadership communicate the importance of technology adoption to staff?

Leadership does not discuss technology adoption with staff

Technology is mentioned occasionally in meetings but not actively championed

Leadership endorses technology adoption in principle but does not model it personally

Leadership actively encourages adoption and is visible in supporting change

Senior leaders personally use digital tools and visibly champion technology adoption across the organisation

Dimension 4 · 20% weight

Process Documentation

You cannot automate what you have not defined. If key processes exist only in one person's head, AI cannot touch them. This dimension assesses whether processes are documented, consistent, and rule-based enough to be modelled by an AI system.

Q16

If your three most senior operational staff left the organisation tomorrow, what would happen to core operations?

Operations would largely stop — critical knowledge is held by specific individuals

Serious disruption for weeks — most processes would need to be relearned

Moderate disruption — some processes are documented, others are not

Limited disruption — most processes are documented and others could be inferred

Minimal disruption — comprehensive documentation allows others to pick up responsibilities quickly

Q17

Are your organisation's core operational processes written down anywhere — as SOPs, manuals, flowcharts, or guidelines?

No written documentation of any kind — processes exist only in people's heads

Some notes exist but they are informal, incomplete, or out of date

Key processes are documented for some departments, not for others

Most core processes are documented, though some areas still rely on individual knowledge

Comprehensive, up-to-date documentation exists for all core processes and is regularly reviewed

Q18

How are decisions made in your organisation?

By one or two senior people — no documented decision-making process

Informally by senior staff, with inconsistent criteria

Some decisions follow clear rules; others are made case-by-case

Most decisions follow defined criteria or escalation pathways

All significant decisions follow documented criteria, escalation paths, and audit trails

Q19

Which process in your organisation takes the most time and feels the most repetitive?

We have not identified this — no one has mapped where time goes

We know broadly which areas are slow but have not analysed the specifics

We have identified one or two time-consuming processes but have not documented them

We have documented the bottleneck processes and understand what causes them

We have documented the processes, quantified the time cost, and have a plan to address them

Q20

Has your organisation attempted to automate any process before — through any technology?

No — we have never attempted any form of process automation

We discussed it but nothing was implemented

We tried once — it did not work as expected and was abandoned

We have partially automated one or two processes with mixed results

We have successfully automated at least one process and learned from the experience

Dimension 5 · 10% weight

Leadership & Strategic Alignment

AI transformation fails without leadership that genuinely understands, funds, and personally supports it. This dimension identifies whether the organisation's leadership is aligned on what AI adoption is supposed to achieve.

Q21

Who in your organisation is the primary champion for technology or AI adoption?

No one — technology decisions are made reactively when problems arise

Someone junior or mid-level who lacks decision-making authority

A department head with some influence but limited budget authority

A senior leader with budget authority but competing priorities

A C-suite or board-level sponsor with clear mandate, budget, and accountability for outcomes

Q22

Has AI or digital transformation featured in any formal strategic planning in the last 12 months?

No — technology is not part of our strategic planning conversations

It has been mentioned informally but is not in any formal document

It features in our plans as a broad intention without specific targets

Our strategic plan includes digital transformation goals with some measurable targets

Our strategy includes specific, time-bound AI adoption milestones with assigned accountability

Q23

What would success look like for your organisation 12 months after implementing AI?

We have not defined what success would look like

Success is described vaguely — "being more efficient" or "keeping up with technology"

We have a general idea of the outcomes we want but have not quantified them

We have defined outcomes for most areas, with some measurable targets

We have specific, measurable success indicators with a clear baseline to measure against

Q24

What is the biggest internal resistance you expect when rolling out AI tools?

We have not thought about internal resistance

We expect resistance but have no plan to address it

We are aware of likely resistance and have informal plans to manage it

We have identified the main resistance points and have change management approaches in mind

We have a formal change management plan that addresses resistance, communication, and incentives

Q25

Is there a budget specifically allocated for technology or AI investment in this financial year?

No dedicated budget — technology spending competes with everything else ad hoc

Unallocated budget that might be made available if a compelling case is made

A small, informal technology budget that is often diverted to other priorities

A defined technology budget that is generally protected

A dedicated, ring-fenced technology or innovation budget with clear approval authority

Dimension 6 · 10% weight

Security & Compliance Awareness

AI tools process sensitive data — student records, financial data, staff information, beneficiary details. If an organisation has no data governance and no security practices, recommending AI tools without flagging this creates real legal, reputational, and operational risk.

Q26

Does your organisation have a data privacy or data management policy?

No — we have never considered this

We are aware we should have one but nothing exists

An informal understanding exists among senior staff but nothing is written

A basic written policy exists but is not widely known or consistently applied

A formal policy exists, is communicated to all staff, and is reviewed regularly

Q27

Are staff aware of what information they should not share with external AI tools such as ChatGPT or Google Gemini?

No awareness at all — staff use external AI tools freely without any guidance

Awareness is low — a few people understand the risk but most do not

Some staff have been informally warned but there is no organisation-wide guidance

Most staff have been briefed and understand the basic boundaries

Clear, written guidelines exist on acceptable use of external AI tools, and all staff have been trained on them

Q28

Has your organisation experienced a data breach, security incident, or significant unauthorised access in the last 3 years?

Yes — a serious incident occurred and was not fully resolved

Yes — an incident occurred, was managed, but no lessons were formally documented

Not that we know of — but our monitoring is limited

No known incidents — and we have basic monitoring in place

No incidents — we have formal monitoring, incident response procedures, and regular security reviews

Q29

How are passwords and access credentials managed in your organisation?

Passwords are shared across staff — multiple people use the same login credentials

Each person has their own credentials but they are rarely changed and not governed

Basic password practices exist informally — some staff follow them, others do not

Most staff have individual credentials and a basic password policy exists

Strong password policy is enforced, multi-factor authentication is used, and access is regularly reviewed

Q30

Is your organisation subject to any regulatory or compliance requirements related to data, privacy, or information security?

We are not aware of any such requirements

We believe some requirements may apply but have not investigated them

We are aware of requirements but compliance has not been formally assessed

We have assessed our compliance requirements and are partially compliant

We are fully compliant with all relevant requirements and have documentation to demonstrate this