Leave the room with a plan your team will actually run.
A working session for a function, a leadership team, or a whole management layer. We assess where your AI adoption genuinely is, show you what is deployed in your market, and take your people through the decisions that have been sitting unmade.
Not a keynote. Not a training course.
Your own decisions, worked through by the people who have to own them, against evidence of what is actually running elsewhere.
Run for teams at Microsoft, LinkedIn, SHRM and Fortune 500 enterprises
Sessions have been run for commercial, technology, operations and people functions, for full executive teams, and cascaded down to the management layer that has to deliver whatever the executive team decides.
Everyone agrees AI matters. Nobody agrees what to do on Monday.
Most leadership teams arrive with four private positions nobody has said out loud, a pilot that never scaled, and a vendor conversation already in progress.
Nobody knows where you actually are
Maturity gets asserted rather than measured. Two functions describe the same organization as advanced and as nowhere, and both are right about their own corner.
The market picture comes from vendors
What your team believes peers are doing has been assembled from pitches, conference stages and press releases, which is a map drawn entirely by people selling something.
The decision has no owner
It is nobody's quarter, so it becomes everybody's steering committee. Six months later there is a working group, a budget line, and nothing in production.
Three configurations, depending on where the decision sits
Every session is built for the people actually present. A function session and an executive session are not the same workshop with a different slide.
A single function
8 to 20 people · half day to one day
Operations, technology, people, finance, commercial or service. Where the work is, where it could be redesigned, and what the function can own without waiting for a program.
Most common entry pointThe leadership team
6 to 14 people · one to one and a half days
The executive group together, including the people who will have to fund it and the ones who will have to absorb it. Ends with an owned decision rather than a mandate to explore.
Where the decision gets madeCascade to management
20 to 60 people · one day, repeatable
The layer that has to deliver what the executives decided. Same frameworks, pitched at execution, so the plan survives contact with the people who run the work.
Run after the leadership sessionFive things in hand, not five things to follow up
Everything below is produced in the room by your own people, captured by us, and sent back as a written record within five working days.
A maturity position
Where your organization sits on AI adoption, assessed against the same instrument we apply everywhere else, function by function rather than as one flattering average.
Comparable, and repeatable next yearA market picture you can trust
What is genuinely deployed in your sector, drawn from the Index rather than from vendor material, including the use cases where nobody has a working deployment anywhere.
From the register, datedA shortlist of candidate moves
The handful of places in your own operation where the evidence, the readiness and the appetite actually line up, separated from the ones that merely sound impressive.
Usually three to fiveA named owner for each
Decisions leave the room attached to a person and a date. The most common failure in enterprise AI is not a bad choice, it is a choice nobody was accountable for.
The part most sessions skipA written record
The maturity position, the market evidence, the moves chosen, what was rejected and why. Circulable to a board that was not in the room.
Within five working daysA first ninety days
What happens in the first fortnight, the first month and the first quarter, at a level of specificity that makes it obvious when it has not happened.
Written before anyone leavesWe bring our own frameworks, and our own canvas
These are the Forum's instruments, developed across enterprise engagements and used in every session. We name them here. What they contain, and how they are run, stays in the room.
The AI Maturity Assessment
Establishes where the organization actually sits, function by function, on a scale that means the same thing in your business as it does in anyone else's.
BEACON
The Forum's adoption framework. Used to separate the conditions that make a deployment hold from the ones that merely make a pilot look successful.
The Deployment Curve
Where any given use case sits between announced and load-bearing, applied to your own intentions and to what the market has genuinely reached.
The Load Test
Applied to initiatives already running. Distinguishes usage from value, and tells you which of your live deployments is actually carrying weight.
The Axis Canvas
Our own working canvas, printed for the room. Everything the group decides is built on it, and the completed canvas leaves with you.
The Index
The register behind everything we say about your market: customer claims checked with the organizations named in them, filtered to your sector and your category.
These are ours. The frameworks, the canvas and the exercises remain the intellectual property of Global AI Forum and are licensed for use in the session. Your outputs are yours entirely, and you keep every completed canvas.
Blended, not presented
Nobody sits through ninety minutes of slides. Sessions move between short evidence inputs from us and structured work done by your own people, in pairs, in function groups and as a whole room. The frameworks are the scaffolding. The content is yours.
We bring the canvas, the exercise set and the facilitation. You bring the people who can actually say yes, and the honesty to put the real constraints on the table.
A full-day leadership session, in four movements
Timings flex with the group. The sequence does not, because each movement depends on the one before it being settled honestly.
Where you actually are
The maturity assessment, completed by the room rather than reported to it. Usually the first time the leadership team sees its own position stated plainly and function by function.
The honest starting lineWhat is actually real
The market picture from the Index. What is deployed in your sector, how far it has gone, and which of the things your team has been told are standard are not running anywhere.
Removes the vendor mapWhere the work is
Your own operation, taken apart on the canvas by the people who run it, to find the places where evidence, readiness and appetite genuinely coincide.
Candidate moves emerge hereWhat you are going to do
Choosing, rejecting, and naming owners. The part most offsites avoid, run as the point of the day rather than as a rushed final twenty minutes.
Decisions with names on themFacilitators who have built the thing they are assessing
Sessions are led by people who have built and run enterprise go-to-market for AI companies, agentic AI companies and large B2B technology firms, taken more than fifty startups into their first enterprise deals, and spent two years assembling the register of what is genuinely deployed.
That matters most in the uncomfortable parts of the day. When somebody in the room repeats a claim a vendor made, we can usually tell them where that sentence came from and whether the record supports it.
Four steps, and the room is only one of them
Most of the value of a session is decided before anyone walks in. We scope it against your situation, run a short diagnostic with the attendees in advance, and build the market picture specifically for your sector.
Scoping call
Who is in the room, what decision is live, what has already been tried, and what cannot be said out loud yet. Forty-five minutes.
Pre-session diagnostic
A short instrument completed by every attendee beforehand, so the maturity position is ready on the day rather than guessed at in the room.
The session
Half a day to two days, on site or remote, with the canvas, the frameworks and a market picture built for your sector.
The written record, inside five working days.
The maturity position, the evidence, the moves chosen, what was rejected and why, and the first ninety days. Written to be circulated to people who were not there.
Tell us who is in the room
Send us the group, the decision that is live and roughly when you want it. We will come back with a shape, a length and what the day would produce. If a workshop is not the right instrument for what you are facing, we will tell you that instead.
Before you book the room
A consultancy sells you a team, a timeline and usually an implementation afterwards, and the analysis is done for you over several weeks. We put the analysis in the hands of the people who have to live with the answer, in one to two days, using our frameworks and a market picture built from the register. We do not implement and we have nothing downstream to sell you, which is why we can end a session by telling you to do less.
A working session with teaching inside it. There is real content, because most leadership teams are working from an inaccurate picture of what is deployed. But the day is built around your own decisions, and the measure of success is what is owned at the end rather than what was covered.
Whoever can say yes, and whoever will have to absorb the consequences. A session with the enthusiasts and without the person holding the budget produces a plan that dies in the following week. Sessions work better with ten people who disagree than with thirty who are being informed.
Yes, and we usually recommend it once the leadership session has happened. Same frameworks, pitched at execution, run as a repeatable day across groups of twenty to sixty. It is the step that decides whether the executive decision survives contact with the people who run the work.
You keep every completed canvas and every output your people produced, and you receive the written record. The frameworks, the canvas design and the exercise set remain the Forum's intellectual property and are licensed for the engagement rather than transferred.
We will show you what is deployed in your sector and what the record says about it. We will not hand you a shortlist, take a referral fee, or let a vendor into the room or anywhere near the agenda. If you want vendor-specific work afterwards, that runs as expert guidance on its own terms.
That is the point of using an instrument rather than a conversation. Run it again in twelve months and the movement is real, comparable across functions, and comparable against the only thing that matters, which is whether anything reached a stage it had not reached before.
Both, and we run sessions worldwide. On site is materially better for a leadership session where the real disagreements need to surface. Remote works well for function sessions and for the management cascade, and we run those in shorter blocks across two days rather than one long day on a screen.
A professional fee per session, scoped by length, configuration and whether it runs on site. The fee covers design, the pre-session diagnostic, delivery and the written record. Travel is at cost. Rates are quoted on request against the shape agreed in the scoping call.
Your team has had the conversation. Now have the session.
One day, your own decisions, the evidence of what is actually running, and a plan with names against it before anyone leaves the room.