The Doctrine Card

Everything this programme rests on, on one page, taken from the book. Print it and keep it in the folder you take to the operating review. The customer promise remains the test. Dependable intelligence should help people keep it through safe delivery, usable supply and an economic result the company can defend.

The six frameworks

Framework	What it says
The Operating-Intelligence Loop	Sense, decide, act and learn. Sensing means obtaining evidence with a known identity, time and meaning; deciding, comparing feasible responses under stated constraints; acting, assigning a legitimate instruction to a person or system capable of executing it; learning, comparing the accepted result with the original expectation. Record a decision to take no action as well.
The Data-Foundation Precondition	The question is whether the evidence supports the intended decision. Resolve the identities, units, timing, permissions and relationships the application depends on, keep measured, calculated, estimated and manually entered values distinct, and make the decision reproducible.
The Autonomy Ladder	From observing and drafting to recommending, executing approved bounded tasks and managing a wider workflow under explicit controls. Define the delegated action in verbs; moving upward requires additional evidence and authority, a stop route and a practical fallback.
The Value-versus-Risk Map	Weigh economic opportunity against the consequence of an incorrect recommendation. Keep safety, integrity, permission and authority conditions outside the economic ranking, and assess each failure direction separately.
The Sequencing Discipline	Establish the decision and evidence before increasing scope: a baseline and the simplest credible alternative, historical comparison, shadow mode, the full response chain, then expansion only where evidence supports it. Gates are separate decisions, and a stopped pilot can be a useful outcome.
The Operations-Excellence Lens	Judge the application through accepted delivery, product quality, reliability, energy intensity, inventory integrity, controllable losses, working capital and cash conversion, on a linked scorecard of technical, workflow, operating and financial performance.

These are author frameworks, carried forward from The Intelligent Barrel. They are not regulatory requirements or official technical standards.

The decision specification

Define the decision in its own setting: what must be decided, by when, under which physical and contractual constraints, who can authorise the action and what evidence would establish that the decision improved the result. Specify the decision, decision time, evidence, proposed capability, existing alternative, boundary, authority, stop condition, acceptance and value evidence. Before approving development, ask what information the model could reveal that would actually change the decision; if no feasible action follows the output, redefine the use.

The ninety days

Period	Main work	What it must establish
Days 1 to 15	Frame the decision: current decision and alternative, boundary, decision time, evidence, users, authority and consequence; past decisions reconstructed with the information available at the time	Whether the capability could have changed a feasible response; budget and resource dependencies agreed
Days 16 to 30	Establish the baseline and tests: identities, quantities, timing and permissions reconciled; a decision-specific data contract; the existing method and a simpler credible alternative	Evaluation material and acceptance gates defined before the results are seen; retention, change control, stop authority and fallback agreed
Days 31 to 60	Run shadow decisions beside the accepted procedure and test the full response chain on controlled cases	Whether the warning reaches the right person, can be checked, is funded and can be completed in time; review burden and recurring cost
Days 61 to 90	Decide and establish ownership: bounded operating use where gates are accepted; a review pack with evidence, unresolved conditions, cost ledger and benefits ledger	Continue, expand, revise or stop; ownership transferred to the operating service owner

The result may be a bounded deployment, a revised pilot or a decision to stop. It should not be measured only by workshops, demonstrations and licence activation. Report the sponsor four linked layers — technical, workflow, operating and economic performance — and avoid measures that reward silence.

The pilot charter

Charter field	What it records
Business decision and scope	The decision the pilot will inform and the accepted operating boundary, before dates or technology features
Existing alternative	The current method the proposal must beat
Advisory authority	What the application may do, with existing protection and release controls retained
Evidence and tests	Time-stamped records with accepted identities; historical replay using information available at each decision time, then shadow operation and approved supervised use if gates pass
Technical, workflow and economic acceptance	Event-level errors and feasible warning time; acknowledgement, review, response feasibility and overrides; incremental avoidable consequence less review, response and application cost
Stop conditions and fallback	What halts the pilot, and the existing approved process with an assigned recovery owner
Final decision	Expand, restrict, redesign or stop, based on the agreed evidence

Set numerical thresholds with the accountable owners: the book supplies no universal minimum accuracy, recall, warning time or return thresholds. Report the number of independent relevant events — ten favourable examples are not ten independent demonstrations if they arise from one equipment episode.

The 15 sessions and the plan they build

#	Session	Plan section
1	The Promise at the Delivery Point and the Reader's Toolkit	Section 1 — Our company, the one decision we will carry, its decision specification and where its loop breaks.
2	Leading a Gas Business with Operating Evidence	Section 2 — The promise defined backwards, its assumptions owned and the review that follows execution.
3	The Gas Value Chains and Their Different Constraints	Section 3 — The binding constraint, the revenue chain's accepted events and the use-case screen.
4	Feed Gas Quality and Processing	Section 4 — The acceptance condition, the product record and technical accuracy separated from decision value.
5	Compression and Equipment Reliability	Section 5 — The warning, its episodes and horizon, and the response it must precede.
6	Pipeline Nominations and Delivery	Section 6 — Request, feasibility and allocation separated, the objective explicit and the balance boundary defined.
7	LNG Operating Decisions and Interfaces	Section 7 — The interfaces, the usable service defined jointly and whose value is being protected.
8	Utilities, Energy Use and Operating Losses	Section 8 — A comparable operating result, a baseline that explains the difference and one claim reconstructed.
9	CNG Compression and Distribution	Section 9 — The complete cycle, capacity counted once, uncertainty separated from eligibility and the release authority.
10	LPG Storage, Filling and Distribution	Section 10 — The three ledgers kept distinct, an adjustment treated as a decision and margin separated from funding.
11	Measurement and Custody Transfer	Section 11 — The quantity defined, its measurement chain followed and one accepted quantity reconstructed.
12	Asset Integrity, Maintenance and Spares	Section 12 — Consequence and available response, the response chain closed and controlled change for the application.
13	Data Foundations and Cybersecurity	Section 13 — The data contract, the three boundaries, the acceptance terms and the decision rights.
14	Investment Cases and Verified Benefits	Section 14 — The counterfactual, the incremental case, the benefit ledger and a falsifiable evaluation.
15	The 90-Day Review: Your Signed 90-Day AI Leadership Plan	The signed 90-Day AI Leadership Plan.

ERW CommandGas · built on The Intelligent Gas — An Operating Doctrine for AI in Nigerian Gas and Industrial Energy by Ritchie Wingo. Leadership training, not investment, legal or engineering advice. Back to the programme home →

THE INTELLIGENT GAS LEADERSHIP PROGRAMME

Carry the promise through.