Teams disband at go-live
The people who understood the service leave when the project closes, and the next change starts from scratch.
AqeraOne · Aqera Agentic
Change run by standing teams of people and agents
Projects start, deliver and disband. The services they change keep running. Aqera Agentic organises change around standing teams, each jointly led, funded as capacity, governed on a quarterly rhythm, and staffed by people and AI agents that have earned the right to run.
Illustrative
The problem
Projects end. The work doesn't.
Most organisations still fund and staff change one project at a time. That model breaks hardest where AI is involved, because an AI system needs an owner for as long as it runs.
Money follows the plan
Funding is fixed at the business case, so it keeps flowing to the original plan after the evidence has moved.
AI pilots have no home
Pilots prove something, then stall, because no enduring team owns the model, its risks or its results.
The model
Built on how successful AI transformations stopped running projects.
Research into organisations that made AI transformation work points to a pattern: they stopped funding change as projects and funded standing teams instead (the state of play, AI transformation in Australia). In Australia, funding still arrives as projects, which makes that model hard to run. Aqera Agentic is built to work inside those rules, with teams led jointly by business and technology and reviewed every quarter.
Standing teams
Joint leadership
Capacity funding
Quarterly councils
Governed AI path
What it does
Four parts, one operating model.
Illustrative
Standing teams
Organise change around teams that stay, not projects that end.
- Register platforms and customer journeys, each with a purpose and a north-star outcome
- Every team led jointly by a business lead and a technology lead; one alone is not enough to start
- Capacity recorded as people and production AI agents, side by side
- Teams are stood up, merged, split and retired by recorded council decision, with history that cannot be rewritten
- A one-page charter per team: purpose, leads, capacity, funding, objectives and recent decisions
Illustrative
Capacity funding
Fund teams as capacity, and move money to where outcomes move.
- Allocate funding envelopes to standing teams for a period, never beyond the envelope
- Bridge mode for program funding: hold an approved program as a fixed envelope and reprioritise it across teams each quarter
- Quarterly rebalancing by council decision, with before-and-after and the evidence cited
- Actual spend and forecast against allocation for every team
- Each team's spend shown next to the outcomes of the journeys it owns
Illustrative
Council cadence
Decide on a regular rhythm, from live records, and keep the reasons.
- Councils defined by members, the teams they oversee, cadence and quorum
- Quarterly review packs assembled from live records, with every figure dated; nothing carried over silently
- A decision log with rationale, evidence and dissent that can be superseded but never edited
- Quarterly objectives and key results for each team, linked to strategic objectives
Illustrative
AI path
Take AI from idea to production through one governed path, and keep it earning its place.
- One register of every AI system and agent, each owned by a standing team
- A risk pre-screen using Commonwealth, NSW or private-sector profiles
- A design record before build: autonomy, human oversight, data, evaluation threshold, cost and supply chain
- Independent review by people outside the owning team; below-threshold results cannot be approved
- Production only under standing conditions; a breach withdraws authority automatically
- Re-evaluation on schedule and whenever the model changes, then a recorded decommission
The AI path
From idea to production, and back out again.
One path for every AI system and agent, mapped to the DTA Policy for the responsible use of AI in government and the NSW AI Assessment Framework. Faster for low-risk ideas, stricter for high-risk ones, and timed end to end so you can see where it slows.
Illustrative
1 — Register
Every AI system and agent recorded once, with an owning team.
2 — Pre-screen
A risk level from published rules, using the profile that applies to you.
3 — Design
Autonomy, human oversight, data, evaluation threshold, cost and supply chain written down before build.
4 — Independent review
Approved, approved with conditions, or rejected by reviewers outside the team.
5 — Run under conditions
Promoted by council decision; authority withdrawn automatically if a condition is breached.
6 — Re-evaluate
On a schedule set by risk level, and before any new model version takes traffic.
7 — Decommission
Retired with a reason and a record of what happens to its data.
Illustrative
Australian funding rules
Capacity funding, without breaking your funding model.
Budget measures, approved business cases and Gateway-reviewed programs stay exactly as they are. Bridge mode sits underneath them.
- Register a program by its external reference, approved amount and period
- Allocate it only to standing teams working on the program's stated outcomes
- Rebalance between teams each quarter by recorded council decision; the program total never changes
- Report spend by program, by team and by outcome for program reporting
Guardrails
Agents work inside teams. People stay in charge.
People are never scored
No individual output, velocity or rating is stored. Signals about people are shown only for groups, never for one person.
Councils decide, not agents
Agents count as capacity. Promotion, funding and structure change only by recorded human decision.
Evidence you cannot edit
Decisions and audit records are append-only and tamper-evident.
Your principles, enforced
Your AI principles and policies load as conditions. Aqera Agentic enforces them; it does not write them.
Australian data
Designed for OFFICIAL:Sensitive data, with Australian data residency as a design requirement.
Accessible
Built to WCAG 2.2 AA, including exports and charts.
Works with
Part of AqeraOne, useful on its own.
Use Aqera Agentic alone, with manual entry where another product would supply the data, or connect it to the rest of AqeraOne.
Aqera Strategy
Funding envelopes and strategic objectives flow in; team results flow back.
Explore ›Aqera Value
Each customer journey has exactly one accountable standing team; outcomes come from the journey's measures.
Explore ›Aqera Portfolio
Investment decisions stay in Aqera Portfolio; capacity-funded investments hand funding to standing teams.
Explore ›Aqera Maturity
Measures how far you have moved from projects to standing teams, and tracks progress.
Explore ›FAQ
Questions about Aqera Agentic.
Is Aqera Agentic a project management tool?
No. Project tools manage work that starts and ends. Aqera Agentic manages the standing teams that own a service or platform for as long as it exists, and the AI agents working inside them. Aqera Portfolio still handles investment decisions and any work you keep running as projects.
Do we have to stop funding projects?
No. Bridge mode holds an approved program or business case as a fixed envelope and lets you reprioritise it across standing teams each quarter, within the program's stated outcomes. You report against the program as you do today.
Where does the model come from?
From extensive research into how successful AI transformations moved from projects to standing teams built around platforms and customer journeys, each jointly led by business and technology and reviewed every quarter. Aqera Agentic adds the AI path and the funding bridge Australian organisations need.
What do AI agents actually do here?
Production agents that have passed the AI path are counted as part of a team's capacity, with their own record of tasks, cost, evaluation score and escalations. They are compared only with their own targets, never with people.
Does it monitor or rank staff?
No. It records who is in a team and their share of time, never individual performance. People-derived signals are shown only for groups above a minimum size.
See Aqera Agentic in action.
Talk to us about moving change from projects to standing teams of people and agents.