---
title: "Buying ChatGPT is not a strategy: the one-page AI strategy"
slug: estrategia-ia-una-pagina
lang: en
situation: comunicar
format: hoja
minutes: 15
video: 2
updated: 2026-10-19
---

# Buying ChatGPT is not a strategy: the one-page AI strategy

> For anyone who has to present "our AI strategy" next week and today only has licences, demos and a list of tools by department.

## When to use it

- Licences were bought six months ago and nobody can say which number improved.
- Every area has its own AI tool and the committee asks "what are we using this for?".
- You were asked for a strategy and the first thing that came to mind was a vendor.

## The sheet

A strategy starts the other way round from how it usually starts: the problem first, the tool second.

| Field | What to write | Illustrative example |
|---|---|---|
| The business question | A problem that hurts today, with its current measure. Not a technology. | "Quotes take three days and we lose orders because of it." |
| Bet 1 | What we will try and the number that has to change, from what to what. | "AI-drafted quotes: from 3 days to 1." |
| Bet 2 | Same. A different process, or the same one in another area. | "Complaint response: from 48 hours to 8." |
| Bet 3 | Same. If you do not have three, leave the row empty; better than inventing one. | "Month-end close: from 9 days to 6." |
| What we will NOT do | Two or three things someone has already proposed that this strategy rules out for now. | "No in-house chatbot. No company-wide licences." |
| Who measures | One named person per bet. Not "the team". | "Bet 1: Laura (sales)." |
| Review date | A specific day when each number is checked and the bet continues or stops. | "15 January." |

Presenter's signature: ____________________ · Date: ____________

## How to fill it in 15 minutes

1. Write the business question without naming any tool. If you cannot, it is not a strategy yet; it is a shopping list.
2. For each bet, write the current number before the target number. If you do not know the current one, that is your first task.
3. Fill "what we will NOT do" with real proposals circulating in the company. Saying no to something concrete is what turns the sheet into a decision.
4. Put a name in "who measures" for each bet before thinking about the vendor.
5. Set the review date no more than 90 days out. Any further and nobody will remember it.
6. The most common mistake: filling the bets with tools ("roll out Copilot") instead of problems with a number. The tool is the how, and the how can change.

## The line that is almost always missing

"What we will NOT do." A page with three bets and no "no" is a wish list. The committee knows there is a strategy when it sees what was left out and why. If you cannot answer which problem, which number and who measures, you do not have a strategy: you have a subscription.

## If this becomes a big decision

If one of the bets involves a purchase that is hard to reverse and carries your name, the free tools at vicsol.org/decision-clarity/ help you structure it. They do not replace a formal review.

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Vic Sol · Decision Desk · vicsol.org/resources/ · Free to use with attribution.
This sheet structures a conversation; it is not legal, financial or audit advice.