AI strategy in a day
One leadership team. One shared view of what AI can do for you.
A structured day with your leadership team to connect your business strategy to your AI strategy for technology delivery: where they meet, where they differ and what to do first. You leave with a map, a roadmap and an agreement everyone has made together.
The problem we see
Models, tools and expectations change every week. Most technology companies have responded with AI coding tools, disconnected pilots and individual heroics. It looks like progress, but it isn't adding up to a strategy, or a return anyone can measure.
01
The CEO, CTO, CPO and operations leaders each hold a different view of the ambition, the risk and the priority.
02
Pilots and tools start in pockets of the business with no link to the strategy, or to each other.
03
Faster coding pushes the delay into review, release, support and decision-making. Fix one and the next one appears.
04
Skills, data, ways of working and ownership are not yet what leadership is asking of them.
05
Security, privacy, quality and regulatory risk grow faster than the controls that manage them.
06
Nobody has mapped where AI pays off for you, and the answer changes every month as new models arrive.
A strategy for now has to stay agile for what new models could change in the next three to six months: find the quality bets, invest in the sure ones and keep the risk under control.
The workshop
We do the research in advance. Then we spend a day on site with your senior leadership team to align on what the AI strategy could be for the company: the risks, the opportunities, how you get there, what needs to change and who owns the next steps. We come in as consultants to help you define the strategy.
Already have a delivery baseline? Good. If not, start with Delivery 360.
On the day we cover
We start with where the business is going and what it needs from technology and AI. We agree the ambition, which we hold lightly, plus the constraints and the metrics for success, so every later choice is judged against it.
An as-is view of what is working and what isn't across the lifecycle, from strategy and product through build to operations. We look at where AI is already in play, the issues we see and the opportunities.
Using a structured method, we find opportunities across the whole system. That means using AI to do today's work better, and finding where it changes how the work is done.
We test each opportunity against a rubric of viability, feasibility and risk. We pick the bets most likely to deliver real ROI in the next six to nine months, and to hold up if things change suddenly.
We pull together the risks found during the day, including security and privacy, and agree the controls and owners that keep them in check.
We close by agreeing the strategy, recapping what we decided and capturing any last pieces.
How we work
The day only works with solid groundwork. We prepare, capture where everyone stands and surface the issues before they can derail the room, so the day is spent deciding, not catching up.
We start with a scoping call to understand what you are trying to achieve. Once it's clear, we speak to leaders and teams to hear what is happening today and where they want to get to. We pair this with desk research to build an honest as-is of technology delivery and what it might be capable of. Everyone walks into the room with a shared starting point.
Our facilitators run the day, with a specialist where it helps. We connect your business strategy to where AI fits across technology delivery, and to what the technology and the organisation need to deliver it. We agree what is worth pursuing, where the risks sit and what comes first, so your whole leadership team leaves on the same page.
After the workshop, we pull it all together. The aim is alignment and action, not a document. You get the opportunities, the map of where AI fits, what you decided and why, and what success looks like. Then a way to measure risk and spot drift, a check-in point to review progress, and clear next actions: what you need to make it happen, now, next and later.
One day in the room.
Research done in advance. Decisions made on the day.
What you leave with
You start with many views of AI, scattered pilots and no agreed order for investment. You end with one shared strategy: an ambition and a roadmap designed to move at speed and flex as models and priorities change.
Output 01
Where AI fits across technology delivery, tied back to your business strategy.
Output 02
Each opportunity assessed against risk, capability, viability and feasibility.
Output 03
How you get there, and what has to shift in technology delivery and beyond it.
Output 04
A directional roadmap, honest about what is still uncertain.
Output 05
Follow-up actions with a named owner for each, agreed in the room.
Output 06
What success looks like, how you measure risk and spot drift, and when you check in.
No preparation needed. Thirty minutes is usually enough to agree the scope.
