Know what is used today, with which data, and what the chosen process costs.
Inventory of tools in use, a baseline for one process and minimum usage rules in writing.
Inventory complete (yes/no); baseline measured with a source.
[director or committee]
Days 31–60: test
Test a single use case with a metric defined before it starts.
One scoped pilot: scope, participants, start and end date.
The baseline metric, measured again when the pilot closes.
[process owner]
Days 61–90: decide
Decide with evidence whether to continue, adjust or switch off.
One-page memo: result, real cost, what did not work and the decision.
Decision made and recorded on time (yes/no).
[director or committee]
Illustrative example: "Days 31–60: pilot of draft replies in supplier support with two analysts. Metric: average response time, compared with the days 1–30 baseline."
What you promise and what you do not:
You promise: the inventory, the baseline, the pilot, the measurement and the memo, on time.
You do not promise: a savings percentage, adoption by other areas, or IT and procurement decisions that are not yours.
How to fill it in 20 minutes
Put the three checkpoint dates in your director's calendar before filling in anything else.
In stage 1, pick a single process for the baseline. Measuring everything is the most common way of measuring nothing.
In stage 2, define the metric and the success criterion before the pilot starts, not after.
In stage 3, write down "switch off" as an acceptable outcome.
Name who reviews each stage. Without a reviewer, the date moves on its own.
The most common mistake: committing on day 1 to a day 90 result that depends on budget, IT or another area.
The line that is almost always missing
"Switch off" as a valid day 90 decision. A plan where the pilot can only end in "scale up" is not a plan; it is a commitment made in advance. If you write from the start that the memo may recommend continuing, adjusting or switching off, the measurement becomes credible and your name is protected by the evidence, not by the promise.
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.
Open the .docx in Word (or the .xlsx in Excel) or print it before the meeting.
Fill the fields with the team; leave the blanks visible, they are the discussion.
Close with one owner, one date and one next action. Nothing else.
Prompt
Generate this sheet for your case
Paste this prompt into ChatGPT, Claude or Gemini together with your proposal, process or policy. It reproduces the sheet with your data and flags what is missing.
Act as an operations director with 15 years of experience who has coached new managers through their first 90 days and reviews every plan looking for promises the manager does not control.
Context I am giving you:
- Company / area: [ ]
- What my director asked for, in their words: [ ]
- AI tools already used in the area (official or not): [ ]
- Candidate process to measure and test: [ ]
- What depends on me and what depends on other areas (IT, procurement, legal): [ ]
- Start date: [ ]
What I need: produce the one-page 30-60-90 plan following exactly this structure:
1. Days 1–30, understand: inventory of tools in use, a baseline for a single process and minimum usage rules.
2. Days 31–60, test: one pilot with scope, participants, dates and a metric defined before it starts.
3. Days 61–90, decide: one-page memo with the result, real cost, what did not work and the decision to continue, adjust or switch off.
For each stage fill in: Stage | Objective | Deliverable | Metric | Who reviews it.
Then add two short lists: "What I promise" (only deliverables under my control) and "What I do not promise" (results that depend on others). Close with the three review dates.
Output format: a three-row Markdown table, the two lists and the dates. Maximum 400 words. No introduction.
Rules:
- Do not invent figures. If data is missing, write [DATA PENDING] and tell me how to get it.
- Do not include savings percentages or return targets as commitments.
- Keep "switch off" as an acceptable day 90 outcome.
- Mark every assumption as an assumption.
- If critical information is missing, ask me at most 3 questions before answering.
- Answer in plain, direct business English, with no sales adjectives.
What to check in the answer:
Does the "What I promise" list contain only deliverables that depend on you, or did another area's result slip in?
Is there a single pilot, with its metric defined before it starts?
Does day 90 allow switching off, or does it only consider scaling up?
Vic Sol