GenAI adoption across the organization.
A program that starts from the real workflows, moves team by team, and ends when AI is part of the work rather than a side project.
Plenty of organizations have already had a workshop, sometimes two.
A few weeks later some people use AI every day, some have gone back to working the old way, and nobody can say what actually changed.
An organizational program works on that gap: how what worked in one team reaches the rest of the company, and stays there.
Training teaches a tool. Adoption changes the work.
Adoption changes how the work gets done: we pick the processes where AI really saves time, build them with the team, and check a few weeks later whether they are still in use.
So the program is measured by the processes still running in day-to-day work weeks later, not by how many people sat in a workshop.
How it is built
Four stages. The order matters more than the pace.
- MappingConversations with leadership and with the teams, and a close look at the real workflows. We find where GenAI creates value, and what to leave out.
- RulesWhich tools, what information may go in, and who owns it. When the rules are clear, people work in the company’s accounts instead of their personal ones.
- BuildingHands-on workshops for each team on its own material. Every team leaves with workflows that run on its own work.
- AdoptionFollow-up sessions, office hours and measurement, until the change shows up in everyday work.
Typically 8-16 weeks. Scope follows the number of teams and processes, not a fixed package.
What the program leaves behind
Processes that run
In every team that took part, workflows built end to end on its own material, each with a named owner.
Written ground rules
A short document people actually read: which tools, what information goes in, and what gets checked before anything leaves the building.
Measurement
A starting point and a second look a few weeks later: what is in use, what was dropped, and why.
Plus a shared language: teams from different departments talk about this work in the same words, which is how a process travels from one department to the next.
One story
A global cybersecurity company. The marketing department wanted one workshop, and we worked mainly in Gemini, inside the environment the team already lives in.
Then came the marketing offsite, a workshop for new employees, HR, and then Sales and Legal together. The demand came from the teams themselves.
Marketing was the door. The organization is the story.
Read the full storyScope
| Scope | Fits | What comes out of it |
|---|---|---|
| One department | An organization that wants to start in one place and show a result | Working processes, usage rules and measurement in one department |
| Several departments | An organization where several teams are already experimenting, each on its own | Processes in each department, shared rules, and the processes connected |
| The whole organization | Leadership that has decided AI is part of how the company works | Organization-wide mapping, a plan by department, rules, measurement and follow-through |
No hours listed, deliberately. Scope follows the number of teams and processes.
What it needs from your side
Someone in leadership who cares about the program, and says so out loud.
Approved tools, or a willingness to decide on them during mapping. I do not sell tools.
One person on your side who owns what happens next, including after I leave.
Protected time for the teams. A workshop people dip into between two meetings changes nothing.
What about our sensitive data
In an organizational program, sensitive data is a policy question. The usage rules are written in the second stage, together with whoever owns information security on your side.
We work only inside your approved accounts, and I delete your materials at the end. NDA on request.
AI and privacy in organizations: the full guideWho this is less suited to
An organization looking for an inspiration day for all staff. I do not do those.
An organization with nobody to carry this once I leave.
Anyone who just needs to tick a box for leadership.
Questions that come up
Can we start with one department?
Yes, and in most cases that is the right call. One department that starts working differently is the strongest argument for the rest of the company.
Several of our teams are already experimenting on their own. Where do we start?
Right there. Mapping starts from what is already happening: who uses what, and where it works. Whatever works in one team is usually the best starting point for the others.
How long until we see change?
Enthusiasm shows up the same day. Real change is measured after 4-6 weeks: are the teams using the workflows in day-to-day work. That is why the program includes follow-through after the workshops, not only the workshops.
What is the difference between an organizational program and a workshop?
A workshop deals with one team. An organizational program deals with how what happened there reaches the rest of the company and stays.
Do you work remotely? In English?
Yes and yes. In-person sessions in Israel, remote sessions for global teams, in Hebrew or English.
Tell me where the organization is right now
A few lines on who already uses AI, for what, and what is not moving. I will come back with what I think is right, even if it starts with one team.
Let's talk