Leading the Business with AI Strategy, Risk and Organisational Readiness

The programmes within this Business Development pillar are not “off-the-shelf” courses. They are designed as a menu of development options that can be combined, adapted and shaped to reflect how your organisation actually creates value, wins work and sustains client relationships. What appears to be a requirement for “sales training” often points to something deeper – commercial confidence, consultative thinking, internal collaboration or the ability to articulate value with credibility.

These outlines are therefore best read as catalysts for discussion – prompts to help you reflect on how opportunity is identified, pursued and converted and what kind of development will genuinely shift commercial behaviour. In practice, the most effective solutions often draw on complementary elements from across our other pillars – Communication, Personal Development, Management and Leadership and Senior-Level Leadership and Talent Development. Every intervention we deliver is built in partnership with you, around your culture, your people and the outcomes you need to achieve.

By the end of the programme participants will be able to:

• Explain the strategic opportunities AI creates for their organisation
• Distinguish between technology-led activity and value-led investment
• Identify organisational barriers to effective adoption
• Recognise ethical, legal and reputational risks
• Define leadership responsibilities for governance and oversight
• Assess readiness across data, capability and culture

1. AI and Competitive Advantage

• Where AI creates real business value
• Moving beyond experimentation

2. Strategy before Technology

• Avoiding solution-led thinking
• Linking AI to business outcomes

3. Organisational Readiness

• Data, capability and operating model
• Cultural and behavioural barriers

4. Risk, Ethics and Reputation

• Regulatory and legal considerations
• Protecting trust and credibility

5. Governance and Accountability

• Leadership ownership of AI use
• Setting standards and boundaries

6. Workforce Impact

• Automation, skills and transition
• Leading change with intent

7. Executive Action Planning

• Applying learning to real challenges
• Defining next steps

There are no specific prerequisites for this event

• Senior managers and heads of function with responsibility for performance and delivery
• Leaders involved in strategy, transformation or major change
• Those accountable for risk, governance and organisational capability
• Decision-makers shaping future ways of working