AI strategy workshop for leadership teams
A facilitated working session for leadership teams ready to turn scattered AI ideas into shared priorities, owners and next steps. Bring the people responsible for strategy, technology, operations and change.
Your format at a glance
- Several use cases and shared priorities
- Up to 15 leadership participants
- Sponsor intake and candidate workflows
- Private team workshop; location and language agreed
- Use-case portfolio, owners and a 90-day plan
- Quoted for preparation, facilitation and restitution
A focused process, from preparation to next steps
Frame the working day
An intake with the executive sponsor maps the business context, candidate use cases and decisions the group needs to make.
Prioritise together
A relevant facilitator guides practical work on use cases, value, constraints and ownership. The group agrees priorities and a planning horizon suited to your business.
Put the plan into use
Receive the prioritised portfolio, decision record and action plan on the timetable agreed in your proposal. Open questions and assumptions remain visible.
See how the time could be used
| Time | Working session | Output |
|---|---|---|
| 09:00–09:30 | Business context and decision criteria | Shared objective and scoring criteria |
| 09:30–10:15 | Identify candidate use cases | Workflow descriptions and candidate opportunities |
| 10:15–11:00 | Assess value, feasibility and dependencies | Evidence-based comparison |
| 11:00–11:15 | Break | |
| 11:15–12:00 | Prioritise as a leadership group | Shortlist and decision owners |
| 12:00–12:45 | Build the 90-day plan | Actions, verification and review points |
| 12:45–13:00 | Confirm decisions and handover | Agreed next steps |
Agree the outputs before you begin
A prioritised use-case portfolio
A ranked set of opportunities, assessed against value, feasibility, data dependencies and the assumptions still needing validation.
A decision and ownership map
A shared view of risks, dependencies and the people responsible for the next decisions across functions.
A 90-day action plan
A sequence of actions, owners and evidence-gathering steps to test the priorities and guide the next investment decisions.
| Use case | Value | Feasibility / data | Risk / effort | Owner / next check |
|---|---|---|---|---|
| Assisted meeting summaries | Reduce drafting time; baseline to measure | Approved notes available; test with a small group | Review for omissions / limited test | Operations / compare reviewed summaries |
| Product knowledge assistant | Help account managers find approved answers | Source quality and access rules to check | Incorrect advice / document preparation | Product owner / establish the authoritative source set |
Make the next action visible
An example to discuss during the intake. Your proposal defines the output, responsibilities and timetable for your organisation.
AI priorities · 90-day roadmap
Days 1–30 · Establish the baseline
Owner: support lead. Map the workflow and define review criteria.
Days 31–60 · Run a bounded test
Owner: operations. Compare reviewed drafts with the existing process.
Days 61–90 · Decide from the evidence
Owner: executive sponsor. Continue, change the scope or stop.
Choose a format that fits the question
A good starting point
- An executive sponsor needs agreement across business and technology leaders.
- Several teams are pursuing initiatives without a shared way to choose.
- The organisation needs accountable owners and a practical next-quarter plan.
Outside this format
- A tool demonstration, model benchmark or technical implementation project.
- A final vendor selection or legal compliance assessment.
Prepare the work, the people and the decisions
What to bring, and who needs to be in the room
Invite people who understand the workflow as well as people who can authorise the next step. The executive sponsor can clarify the business priority, while a process owner explains where time and errors accumulate. A technology representative can identify existing systems and constraints. People or learning leaders can describe the support employees would need if the work changes. A focused group makes it easier to resolve differences during the session.
Bring approximate volumes or baseline measures if you already have them, but label estimates clearly. A task described as frustrating may happen only occasionally; a less visible task may consume significant capacity every week. Use approved, anonymised examples to show the input and expected output. We agree in advance whether any tools will be used live and what access is required, so preparation does not depend on participants improvising accounts on the day.
What a usable use-case record contains
Each shortlisted opportunity needs enough detail to survive the handover. Capture the current task, the people involved, the proposed change and the reason it matters. Describe the data or documents required, the person who would review the output and the conditions under which the idea should stop. Add the unresolved questions with their owners, so the action plan does not disguise investigation as implementation.
For example, an internal reporting idea might depend on agreeing which source is authoritative before testing any generated narrative. The action belongs to the process or data owner. A second action might ask a manager to define what makes a useful report. These are concrete steps even when no tool is purchased. The working record helps everyone understand why an idea is progressing, waiting or being set aside.
What determines the scope and cost
A useful quotation separates facilitation from preparation and follow-up. The number of stakeholder conversations, the range of business functions, specialist input, location and the required write-up can all change the workload. Share your decision deadline and internal procurement requirements early. This lets us propose a session your team can prepare for, with deliverables and responsibilities that fit the available time.
A few useful answers
Who should take part?
Bring the executive sponsor and leaders responsible for strategy, technology, operations, people and the relevant business functions. The proposed format accommodates up to 15 participants.
Do we need a list of use cases already?
Existing ideas are useful, but not essential. The intake identifies workflows and decisions that deserve discussion so the day starts with a relevant context.
Can the workshop reflect our sector?
Share your sector, constraints and priorities during scoping. We agree relevant examples, preparation and practitioner fit before confirming.
What affects the final fee?
The team, location, preparation and specialist input determine the scope. The proposal states inclusions, travel arrangements and any additional work.
Will we receive a vendor recommendation?
The workshop can establish criteria for a later vendor decision. Technical due diligence, procurement and final selection require a separate scope.
Is this a private workshop for our leadership team?
Yes. The session is scoped for your organisation, participants and decisions. Preparation, facilitation, outputs and timing are agreed before the workshop.
Continue with the format you need
A private briefing focuses on a single decision and a concise decision note.
Read before the conversation
Tell us what you want to move forward
Share your organisation, business question, people involved and preferred timing. We will discuss the relevant format and expertise, then agree scope, contributors, preparation and fees before an engagement is confirmed.
Plan your AI strategy workshop