Readiness scores don't have a headcount. These do.
A department scoring 5 with three people is not the same case as one scoring 3 with two hundred. Orgith puts headcount, capacity and money behind every readiness score — and computes them, rather than generating them.
The organisation today, and at its agentic target.
Current state and future state sit as two tabs over the same views: headcount per department, the organigram itself, the human-versus-agent mix, capacity and cost released, and the staffing gap. Each department's readiness score maps to a share of work carried by agents — ten per cent at score one through ninety at score five — and any department can override its own share.
Freed capacity is split by an editable redeploy percentage — seventy per cent by default — and only the remaining reduction is costed.
- Customer Service 120 FTE · 90%
- Operations 210 FTE · 50%
- Finance 48 FTE · 70%
- Sales 64 FTE · 50%
- R&D 35 FTE · 30%
- HR 22 FTE · 30%
Sample data — replace with your tenant's figures.
Dot size = payback; the faster it pays back, the larger it reads. Sample data — replace with your tenant's figures.
ROI you compute, not ROI you argue.
The business case reads the roles you already assessed, takes the economics recorded on each role profile, and derives forward annual value and payback in months. Every figure is tagged From your data, Set by you, or Assumed default — and any of them can be overridden per role.
Roles that cannot be calculated are listed separately under Needs input and excluded from the matrix and the totals, so the headline number is never quietly inflated.
What actually changes on the floor.
Headcount tells a board the size of the shift. It does not say which work it touches. Every process the organisation runs inherits the target agent share of the department that owns it, and is banded from it — agent-run, agent-assisted, or human-led.
The number that is actionable: agent-run processes with no AI opportunity described yet — the work the target hands to agents with nothing written down about how.
| Process | Department | Band | AI opportunity |
|---|---|---|---|
| Inbound ticket triage | Customer Service | agent-run | described |
| Refund handling | Customer Service | agent-run | not yet |
| Invoice matching | Finance | agent-run | described |
| Month-end close | Finance | agent-assisted | not yet |
| Order fulfilment | Operations | agent-assisted | described |
| Supplier escalation | Operations | agent-assisted | not yet |
| Performance reviews | HR | human-led | not yet |
Sample data — replace with your tenant's figures.
No AI call anywhere on these pages.
Every figure is derived from a rubric line and the data you typed in. The same inputs always produce the same numbers, so a figure can be traced back and defended — and the organigram and the business case quote the same hourly rate and working year, so the two pages cannot disagree about the same organisation.
A department is only projected when it has both a headcount and a readiness score. Anything missing either is named as uncovered in a banner above every tab, with the headcount it represents — never counted as zero.
Average annual cost per employee is a typed figure on the role profile, not a number parsed out of AI-written prose. The ROI table always says where its rate came from.
FTE can be typed on a role as well as on a department; a department left empty takes the sum of the roles under it, so the two views cannot drift apart.
See Role Assessor in action.
Book a demo with Wiemer — one conversation is enough to see whether it fits your organisation.