Start with the person who needs it. What are they trying to do today? Where does that become difficult, and what would a useful first version let them do? I work through those questions before turning the idea into a feature list.

A useful first output is a product brief covering the problem, the main user journey, the assumptions to test and the scope of a first release.

Walk through one task as it happens today. Where does the time go? What information does the person need, and how would they check an AI-generated result? Include the review time when deciding whether the change is worthwhile.

I would start with a workflow map showing the inputs, AI steps, review points and actions that need approval. A few sample cases can then test whether the proposed workflow helps.

What needs to change for the business or its customers? Which piece of work contributes most to that, and what has to happen first? I use those questions to work through competing priorities and make the trade-offs visible.

The output could be a release plan showing the next useful outcome, its dependencies and the decisions still open. The team should be able to see what would cause the plan to change.

Who should this product serve? Which problem deserves our attention, and why is the business well placed to solve it? I help make those choices clear enough to guide everyday decisions, including what we leave out.

A short strategy could explain the intended customer, the problem, the current priorities and the evidence that would make us change direction.

Which business problem is worth tackling first? Do we have the information to support it, who would own the workflow and how would we judge the result? I work through those questions before choosing tools or expanding adoption.

An initial plan could compare opportunities, identify a first pilot and set out the access, ownership and evaluation needed before expanding it.

What can people do with this technology that they could not do before? What extra complexity does it introduce, and which claims can we test? I use those questions to explore what a development might mean for a product or business.

That discussion could become a practical article, a team session or a short briefing explaining what is possible, what remains uncertain and which questions deserve attention next.

Where does the current process break down? Which systems and handoffs are involved, and what still works well? I want to understand how the operation depends on the software before deciding what needs to change.

A starting point is a map of the existing workflow and its systems, followed by a sequence of changes with clear owners. That gives the team a way to discuss migration, dependencies and the effect on day-to-day work.