For leadership
01Why AI Readiness matters to your business.
When buyers, investors and regulators use AI to assess your organisation, they are forming a view from the information it presents. If that information is incomplete or wrong, it can affect confidence in your business and the decisions they make about it.
AI Readiness shows where weaknesses in your information leave your organisation exposed to likely misinformation. That outside-in view lets you decide what needs correcting and direct spending towards information that affects business decisions. AI is already using what is available about you, whether or not your organisation has started using AI.
The AI Readiness score is made up of 3 readings: the readiness of the PDF pages, of the Web pages, and of the site build, the structure and technical foundation that carry them and determine how far AI can reach and read what is published. Each is read 0 to 100.
02AI Misinformation.
The share of AI answers about an organisation likely to carry information that is wrong, out of date or misread. The reading is taken from what has been published: current pages, older documents still reachable, and material held elsewhere. It shows how often a buyer, investor or regulator asking AI hears an account the organisation would not offer of itself.
PDF documents and web pages are read separately because AI treats them differently. PDF documents carry more authority in an answer, so a weakness in documents (data sheets, reports, policies) does more damage than the same weakness on a web page. The 2 bars show where the exposure sits, and so where correction has most effect.
AI Misinformation
31%
chance that AI misinforms about the organisation. PDF pages carry more authority (1.4x <> 1.8x) than web pages.
03Google E-E-A-T.
Experience, expertise, authoritativeness and trust: the 4 qualities Google uses to judge how far a source can be relied upon, and the basis on which AI decides whose account of an organisation to prefer. The reading, out of 100, shows how strongly an organisation’s own published material carries those qualities.
A strong reading means the organisation is treated as the authority on itself: when a question is asked, its own account is the one used. A weaker reading leaves room for a third party’s version, a listing, an article or a forum, to be preferred, and the organisation is described in someone else’s words.
Google E-E-A-T
61 of 100
An assessment of experience ( E )
expertise ( E ) authoritativeness ( A ) and trust ( T ).
04Digital Doorway.
Whether AI can reach the organisation at all. Each route into a site is a doorway: a few are used by people, most by the AI systems that gather what is later repeated in answers. The reading counts the routes and shows which are open.
A closed AI route is a closed door. The AI arriving by it does not report a failure; it answers from what it already holds, which is older and often from elsewhere. Red marks the routes that fail, and each one is a reason an answer about the organisation is out of date.
Digital Doorway
20 of 24
routes into the site are open (83%). Red marks an AI route that fails.
05Where next.
A position is only useful if it leads somewhere. The readings above show where the work begins; AI Accelerator is the direct route from this position to a stronger one, run for you, over 45 days.
AI Accelerator
45 days to the foundations AI reads you by.
AI Accelerator ensures you have the solid foundations for AI by understanding the information infrastructure and the content environment your AI activity depends upon, then turning that understanding into practical action.
06Questions for leadership.
How can this affect our commercial position?
An inaccurate account of your products or capabilities can change how a buyer compares you with alternatives. Investors also need an accurate account of the business. For regulators, the concern includes published information that no longer reflects the organisation’s current position.
Why do we need to act now?
AI can use older information alongside what your organisation publishes today. Reviewing your position now opens the opportunity to address weaknesses in information that is already available to influence decisions.
Does our existing AI programme already cover this?
Only if your programme also considers how AI presents your organisation externally, alongside the work to improve how people inside the business use AI.
Can we influence what AI says about us?
Yes, by correcting and managing the information your organisation publishes. The assessment identifies weaknesses your teams can address, including information that is outdated or no longer reflects the business.
What does this page enable us to decide?
Use the result to decide where improvements are needed, then review the findings before committing resources. Start with information that affects how the business is understood or relied upon.
How do we know the result is worth acting on?
The findings refer back to the information assessed, allowing your teams to check the evidence behind the result. Consistent assessment also provides a basis for comparing your position over time and reviewing whether changes have made a difference.
Does a strong score mean we can leave this alone?
No, MONITOR calls for continued oversight because information changes and a strong overall position can still contain findings that need action.
Who should take responsibility for acting on the findings?
An executive owner should oversee progress, with the teams responsible for the affected information carrying out the changes and reporting what has been resolved.
How do we decide what to spend?
First, establish which findings affect information used to make decisions about your business. Ask for the work and its cost to be set out against those findings. You can then judge the spend against a defined need, with responsibility for delivery agreed before work begins.
What should we expect to see improve?
Look for evidence that the agreed changes have resolved the findings and reduced the weaknesses behind likely misinformation, with reassessment showing whether your organisation’s readiness has improved.