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How ready is your organisation for AI?

Twenty-four questions across the six pillars used by the Cisco AI Readiness Index: strategy, infrastructure, data, governance, talent and culture. Get a radar of where you stand, a readiness stage, and the next steps for your weakest pillars.

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Worked exampleOverall 47 · Developing

Summary and how to use it

In short

AI readiness is how prepared an organisation is to use AI productively and safely, measured across six pillars: strategy, infrastructure, data, governance, talent and culture. Most organisations are not fully ready: the 2025 Cisco AI Readiness Index found 13% were. The weakest pillar sets the pace, so fix it before scaling pilots.

Worked example

A 120-person distributor has a named AI owner and two live use cases (strategy 67), runs on cloud tools with APIs (infrastructure 75), but keeps customer and stock data in separate spreadsheets with no owner (data 25), has no AI usage policy (governance 17), one interested analyst (talent 42) and leaders who support trials (culture 58). Overall 47, Developing. Data and governance are the next steps: name data owners for customer and stock, consolidate them, and publish a one-page AI usage policy.

How to use it

  1. 1
    Answer 24 questions

    Four for each pillar, each from not started to fully in place. Answer for the organisation as it is today.

  2. 2
    Read the radar

    The shape shows where you are strong and where you are thin. The weakest pillar limits the rest.

  3. 3
    Check your stage

    Beginning, developing, ready or leading, from the overall score and the weakest pillar.

  4. 4
    Take the next steps

    Start with the actions listed for your two weakest pillars.

  5. 5
    Repeat in a quarter

    Re-run the assessment after three months to see what moved.

Assessment

Twenty-four questions, about five minutes.

Answer for the organisation as it is today, not as planned. Answers are saved in this browser only.

Strategy·

A named person owns AI decisions and results.

AI work is tied to business goals with measurable targets.

There is a budget for AI work this year.

At least one AI use case runs in daily work, not only as a trial.

Infrastructure·

Core business systems are cloud-based or reachable by API.

Systems exchange data automatically, without copy and paste.

Access is managed centrally, with single sign-on or roles.

Automated work is logged and you can see when it fails.

Data·

Key data (customers, products, finance) each have a named owner.

Each key data set has one source of truth, not several spreadsheets.

Data is accurate enough that people trust reports built on it.

You know which data is personal or confidential and where it lives.

Governance·

A written AI usage policy says which tools staff may use, with what data.

New AI uses are reviewed for risk before launch.

AI vendor contracts cover data use and model training.

Someone reviews AI outputs that affect customers, money or compliance.

Talent·

At least one person can build and maintain automations or AI workflows.

Staff have had practical training on using AI tools at work.

You can get outside help when internal skills run short.

Managers can judge whether an AI output is good enough to use.

Culture·

Leaders actively support trying AI on real work.

Staff are encouraged to suggest processes to improve or automate.

Teams share what worked and what did not from AI trials.

Changes to how work is done are planned with the people affected.

Next steps

Start with your weakest pillars.

The two lowest pillars, with an action for every question not yet fully in place.

Answer all 24 questions to see your next steps.

Method

How the stage is set.

Each answer scores 0 to 3, and each pillar is scaled to 100. Your stage is the lower of the overall band and one band above your weakest pillar, so one strong pillar cannot hide a missing one.

  1. BeginningUnder 30

    Foundations are missing. Start with an owner, a usage policy and one well-chosen use case.

  2. Developing30 to 54

    Some pieces are in place. Fix the weakest pillar before adding more pilots.

  3. Ready55 to 79

    You can take use cases into production. Scale what works, with governance in step.

  4. Leading80 and over

    Broadly in place. Focus on measuring value and keeping controls current.

For comparison: the 2025 Cisco AI Readiness Index found 13% of large organisations fully ready for AI. The questions here are written for companies of 5 to 1,000 people and are not Cisco’s own.

Sources

Where the numbers come from.

Each default and rule is traced to a published source, or labelled as practitioner guidance where no audited benchmark exists.

Terms

What the terms mean.

AI readiness
How prepared an organisation is to adopt AI productively and safely, across strategy, infrastructure, data, governance, talent and culture.
Data owner
A named person accountable for the quality, access and definitions of a data set.
AI usage policy
Written rules for which AI tools staff may use, with what data, and who approves new uses.
Pacesetter
Cisco’s term for the fully ready organisations in its index: 13% of respondents in 2025.
Pilot to production
Moving a trial into everyday use with owners, monitoring and support. The step most AI projects stall at.

FAQ

Questions about AI readiness.

What is an AI readiness assessment?

A structured check of how prepared an organisation is to use AI, usually across strategy, infrastructure, data, governance, talent and culture. It shows where the gaps are before money is spent on tools or pilots.

How many organisations are ready for AI?

Few. The 2025 Cisco AI Readiness Index, a survey of 8,000 leaders at organisations with over 500 employees, found 13% fully ready, down from 14% a year earlier.

Which pillar matters most?

Usually data and governance, because they limit everything else: a model cannot use data nobody owns or can reach, and staff cannot use AI safely without rules. The weakest pillar sets the pace, so fix it before scaling.

Is this the Cisco assessment?

No. It uses the same six pillars, with questions written for companies of 5 to 1,000 people. Cisco’s figures are quoted only as a benchmark.

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