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Leadership steers from one cycle: measure, review, decide.

Quilane gives leadership and its AI council one shared view of every AI use case across departments. Each use case is measured on three questions, reviewed council after council, and every change is recorded.

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Who steers: leadership, through its AI council

Leadership steers the transformation through its AI council. The council holds the agenda, accepts new use case proposals, and confirms or rejects agent candidates. It works with three roles, chair, ambassador and viewer, enforced on the server.

The cycle repeats, council after council.

  1. Measure.

    Usage, costs and proposals arrive in files. Each use case is assessed on maturity, adoption and capture, and spend is set against value.

  2. Review.

    The council meets with an agenda built from what moved, what needs a decision, and which rules changed.

  3. Decide.

    Leadership decides what to build, scale, automate or stop. Quilane records each change.

    • Build
    • Scale
    • Automate
    • Stop

Every use case, measured on three separate questions

Maturity: how far the work has moved, in four levels defined by the human's role, from manual assistance to autonomous work. Adoption: how far the use case reaches the people or cases it should reach. Capture: actual value against expected value.

The three answers stay separate.

Department maturity then has two readings, for every department and the whole organisation. Built is the capability you have put in place: the average level of the live, adopted use cases a department owns. Used is the level of the use cases a department's people used in the last 30 days, weighted by people. Built shows what is in place. Used shows the level people work at.

The gap between them runs both ways. Built above Used: the level in place is higher than the level people work at, as in "we built level 3; we work at level 2". Used above Built: people work at a higher level than their department's own use cases, on use cases that other departments or the Global department own. Either way, the gap is a place to look first.

Used is never shown when it rests on fewer than 5 people, to anyone, the council included.

  • L1
  • L2
  • L3
  • L4

Contract review assistant

Legal

L3
64%of the people it should reach

Actual value€46kExpected value€60k

  • Department maturity, Legal
  • Built: the capability in place
  • Used: the level people actually work at, last 30 days
Sample data from a synthetic sample workspace. One use case in the sample organisation, measured on maturity, adoption and capture.

Spend set against value, over the last 12 months

For the last 12 months, leadership sees value captured, cost per tool, net value, return and idle spend.

Capture compares actual value with expected value for each use case.

Sample data. Value and cost, last 12 months, sample organisation

Sample data from a synthetic sample workspace. Value captured and cost per tool in the sample organisation, last 12 months.
Value captured€384k
Chat assistant€126k
Coding assistant€68k
Document assistant€39k
Meeting assistant€21k
Total cost€254k
Idle spend€47k
€130k

Net value

Sample data

Each council starts from what moved

Before each meeting, the agenda and the "since last council" view set out what moved, what needs a decision, and which rules changed. The council starts from one shared view of what moved, not from a slide deck rebuilt by hand for every meeting.

Sample data. Council agenda, sample organisation, 19 March 2026

What moved

  • Contract review assistantLegalL2L3
  • Reply drafting for customer emailsCustomer serviceL2L3

What needs a decision

  • AutomateSupplier invoice matchingFinanceAgent candidate, flagged for automation, awaiting the council
  • Meeting notes for project reviewsBusiness purpose: project reportingNew use case proposal

Build, scale, automate or stop: leadership decides

  • Leadership decides, from the same evidence

    Through its council, leadership decides which use cases to build, scale, automate or stop. Every department is read on the same measures.

    • Build
    • Scale
    • Automate
    • Stop

  • Agent candidates

    Use cases that are frequent, proven and still manual are flagged for automation. The council confirms or rejects each candidate, with a reason.

    • Confirmed
    • Rejected

  • New proposals

    New use case proposals arrive grouped by business purpose. Their usage waits until the council accepts them.

Every change recorded

Roles are enforced on the server. The change log records who changed what, when, and the value before and after.

Sample data. Change log, sample organisation

  • A.D., ambassador · 10 March 2026Contract review assistant, maturityL2L3
  • S.L., ambassador · 6 March 2026Reply drafting for customer emails, maturityL2L3
  • M.K., chair · 27 February 2026Contract review assistant, expected value€52k€60k
  • M.K., chair · 23 February 2026Policy summary drafting, maturityL1L2

Data in and out

  • Imports, file based

    Usage, costs and new use case proposals are imported through standardised files. Quilane generates the prompts that prepare those files from your AI tools' exports, which list the user, the date and the activity.

  • Exports to Excel and CSV

    Data leaves Quilane as Excel and CSV files, with spreadsheet formulas neutralised.

  • Access and setup

    At launch, people sign in with Microsoft; Google Workspace sign-in is planned. Access ends when the organisation disables the account. Setup is done by a Microsoft administrator, who registers the app in the organisation's own directory and creates its space.

    Usage shows employees only under pseudonymised identifiers, and no conversation content is stored.

Planned

  • Imports of Microsoft 365 Copilot activity and Copilot agent usage.
  • Access from Claude (MCP): council reporting, guided setup and imports from the organisation's own Claude.

Walk through the steering cycle in a demo

Quilane is available at launch. In a demo, we walk through the steering cycle on the sample workspace.

Demo Request