Zareco Organizational Discovery

This discovery form supports Zareco’s structured evaluation process. It is used to understand your organization’s current environment, exposure, and objectives as they relate to artificial intelligence.

Some questions may not yet have complete answers. Please respond based on your best current understanding.

SECTION 1 — ORGANIZATION & STRUCTURE

Organization name

Departments or business units likely involved

High-level description of your organization’s operating model

Approximate number of employees

Under 50

50–200

200–1,000

1,000–5,000

5,000+

Geographic distribution of teams

SECTION 2 — TECHNOLOGY & DATA ENVIRONMENT

How would you describe your current technology environment?

What core systems or platforms are most critical to your operations?

How would you characterize your organization’s data maturity?

Very limited / fragmented

Developing

Moderate

Advanced

Unsure

Are there formal IT, security, or data governance functions?

SECTION 3 — CURRENT AI EXPOSURE

Are AI tools currently being used in any part of the organization?

Yes – formally approved

Yes – informally / individually

Unsure

If yes or unsure, where are you seeing AI appear?

Are there any AI vendors, pilots, or integrations underway?

Are there any current internal policies related to AI use?

SECTION 4 — LEADERSHIP & ORGANIZATIONAL PERCEPTION

How would you describe leadership’s current view of AI?

What opportunities do leaders believe AI may present?

What concerns or risks are most discussed?

How would you describe employee sentiment around AI?

SECTION 5 — OPERATIONS & RISK CONTEXT

Are there regulatory, compliance, or industry constraints that are important?

What types of data are most sensitive within the organization?

Are there brand, legal, or reputational risks leadership is particularly concerned about?

Have there been recent major technology or transformation initiatives?

SECTION 6 — OBJECTIVES & SUCCESS CRITERIA

What would make this engagement successful?

What outcomes would leadership want to see?

What must absolutely be avoided?

SECTION 7 — PRACTICAL CONTEXT