The research, applied to one organisation.
One room, one organisation, and the same measurement we apply in the published research. Most teams leave knowing something about themselves they did not know that morning.
Why a workshop and not a report
A report tells you what is true across a market. It does not tell you what is true about you, and it cannot make the people who would have to act on it agree in the same room.
The session exists because the useful conversation is not about AI. It is about which of your processes would stop if a system were switched off, who owns those processes, and whether anybody has measured what they cost today. That conversation is uncomfortable in a way a document cannot be.
What happens
The instrument
Two weeks out, the leadership team completes a short structured questionnaire about the systems actually running. It takes each person about twenty minutes and it is the only preparation we ask for.
Where you sit
We open with your own estate, sorted onto the ladder, against the peer set for your segment and sector. Most organisations discover they are shallower than they believed. The room usually goes quiet here.
The exposure gap
Where you are already dependent on something you do not govern. This is the section that produces the most argument, and it is the reason the session is worth running.
The evidence audit
Which claimed benefits survive a counterfactual question. We take three live examples from your own portfolio and work through what would have to be true for the number to hold.
The plan
Named processes, named owners, and what moves in twelve months. Written in the room, on one page, in your words rather than ours.
Formats
| Format | What it covers | Who it is for |
|---|---|---|
| Diagnostic | The instrument and a written benchmark. No session | A team that wants the measurement before the conversation |
| Half day | Diagnostic plus steps two, three and four | A leadership team getting oriented |
| Full day | The complete structure, including the twelve month plan | A leadership team ready to commit |
| Programme | Full day, six month re-measurement, and a return session against the plan | An organisation treating this as a change of operating model |
Who is in the room
Between eight and twenty-five people, and the composition matters more than the number. The session works when the person who owns each process is present alongside the person who owns the budget. It does not work as a technology briefing for a technology team.
We have run it for executive committees, divisional leadership, risk and audit committees, and for chamber and association memberships as a shared session across several organisations.
What you leave with
Your estate, mapped
Every system named, sorted onto the ladder, with the ones nobody could account for flagged.
Your position
Where you sit against your segment, sector and geography, from the same instrument used in the research.
The exposure gap
Dependency scored against governance. The single number most likely to change a board conversation.
Three audited claims
Benefit numbers from your own portfolio, tested against what would have to be true.
A one page plan
Named processes moving between named levels, with named owners and dates.
The written benchmark
A designed document you can circulate internally without us in the room.
A workshop is not research and is never published as research. What is said in the room stays in the room, and nothing from it is attributed to a named organisation anywhere.
Common questions
Do you sell anything in the session
No. If the plan implies work we could do, we say so at the end and leave it there. The session is priced so it does not need to be a sales meeting.
Can you run it for a chamber or association
Yes, and it works well. Several organisations complete the instrument separately and the session is run on the aggregate, so nobody is exposed individually.
What if our data is bad
That is usually the finding. If nobody can produce an inventory of the systems running, that is worth knowing before the next purchase.
Do you run it remotely
Yes, though the full day works better in person. The diagnostic and the half day translate cleanly.
How far ahead do we need to book
Four to six weeks, mostly because of the instrument. It needs two weeks in the field before the session.
Enquire about a workshop
Every item posts to LinkedIn on the day it publishes.
Six pieces a week, the charts as standalone graphics, and the arguments in full. It is the fastest way to read the record without waiting for Sunday.