The organisation forms an AI strategy or plan, reviewed by a diverse committee drawing on public relations, risk, legal, technology and human resources, that explains intended outcomes, vision, objectives, roadmap, alignment with organisational and IT goals and governance considerations, embeds the Ethical AI Principles, assesses current AI readiness and gaps, documents its review and strategic assessment, and is communicated across the organisation (Appendix D offers a template). High-risk applications identified by the risk gating criteria need IT Board or CIO review before initiation and production deployment, with an Ethical AI Committee where external expertise is needed. It forms an organisational view on AI solutions by completing the AI Application Impact Assessment to identify, vet and resource ideas, weighing benefits against sensitivity of information, social discrimination, environmental impact and legal cost, scanning the academic and business landscape and market research for opportunities, risks and lessons; it develops quantitative or qualitative metrics for impact, feedback and performance; it keeps internal policies and AI guidelines accessible and adhered to, updates strategy, policies and procedures so they do not conflict with the Principles, and trains relevant personnel.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.