AI workshop and training for business

Why an AI workshop?

Most organisations already have AI tools available, or staff are using them on their own initiative. What’s often missing is a shared understanding of what those tools are good at, where they’re unreliable, and what is and isn’t allowed within your organisation. An AI workshop is a fast way to close that gap: in one or a few sessions, a team gets the same starting point.

A workshop isn’t an adoption strategy. Handing out licences and running a single training afternoon rarely leads to structural use. Why adoption starts with the work and not the tool is covered elsewhere on this site. That’s why I build a workshop around three to five concrete tasks per role, with material from your own practice. Then someone knows where to start the next morning.

An AI workshop for business makes sense if you:

• have staff already using AI without clear agreements in place;
• have bought, or are considering, licences, and want them actually used;
• want management to understand what AI means for your work before investing;
• want to take measures for the AI literacy the AI Act asks of your organisation.

Types of workshop

Every workshop is put together around your own question. The four variants below are the most common starting points, not fixed packages.

Introduction to AI for management

For management teams who want to understand what AI can and can’t do, without hype and without technical jargon. We discuss what’s working in your sector, where the risks lie, and which decisions are coming up. For a board or supervisory board, the Executive Briefing is the better fit: a fixed three-hour session with a decision agenda and oversight questions. The management workshop is more broadly applicable, for example for line managers or a leadership team preparing to talk to its own teams.

Hands-on with ChatGPT and Copilot

For teams that already have the tools or will get them soon. Participants work with their own tasks: summarising a report, rewriting a quotation, cutting a long email down to three decision points. They learn to write better prompts, check outcomes, and judge when AI isn’t the right choice. For organisations with Microsoft 365, there’s a separate Copilot training for teams; anyone working with ChatGPT finds the approach in the ChatGPT training for business.

AI literacy

For everyone in the organisation who works with AI systems. The AI Act requires organisations that deploy AI to take measures that support their staff’s AI literacy. A training helps with that, but isn’t the only measure. What the law precisely asks, and how you show what you’re doing, is covered on the AI literacy training page.

AI strategy workshop

For a small core group with a mandate who want to move from loose ideas to priorities. In one or two half-days, we map out opportunities, score them on value and feasibility, and name what falls away. If more turns out to be needed, the AI Strategy Sprint is the logical next step: five working sessions towards a board-ready strategy and roadmap.

AI training: from foundation to deeper skills

A workshop sets something in motion. An AI training for business goes a step further: people practise, apply it in their own work, and come back with what did and didn’t work. That takes more than one session.

Training formats

Which format fits depends on the goal and the group:

• One-off workshop: a half-day or full day to establish a shared starting point.
• Series of sessions: several shorter sessions with gaps in between, so participants can practise in their own work.
• Foundation and deeper dive: a broad foundation session for everyone, followed by a deeper dive for the roles that use it most.
• Personal coaching: for managers and team leads who want to guide their team through the change. That’s covered under AI coaching for managers and teams.

Tailored programme

I don’t work from a standard slide deck. A tailored programme is built in a short intake, where we discuss the goal, the audience, the tools available and any internal agreements. I then gather examples from your own work, so the exercises are recognisable.

An in-company AI training for a team might look like this, for example:

1. Knowledge: what a language model does, why it sometimes produces convincing nonsense, and what that means for oversight.
2. Agreements: what’s allowed in which tool, which data stays out of it, and who decides when in doubt.
3. Practice: three to five tasks from your own work, turned into reusable exercises.
4. Follow-up: recording per role what people will try over the coming weeks, and who tracks usage.

That’s an example, not a fixed format. The shape looks different for a legal team than for a sales department.

What I need from you beforehand is limited: a sponsor who can name the goal, a sense of the level in the group, information on which tools and licences exist, and the internal agreements on AI use, where they already exist. If those agreements don’t exist yet, that’s no reason to wait. It is a topic that comes up in the workshop anyway, since participants ask about it regardless.

In-company or on location

I deliver workshops and training in-company: at your office or a location you arrange, for example during an away day. That works best, because people can then practise with their own equipment, access and material. Online is possible too, but hands-on work and discussion get off to a slower start remotely.

I work across the UK and Europe, in English or Dutch. I work alone: the person you speak to in the intake also delivers the session. For organisations that want to roll out training and change management at larger scale, for example across hundreds of staff at once, I can suggest parties from my partner network. You contract them directly, with no margin for me.

What participants learn

What participants take away exactly depends on the programme. For a typical hands-on workshop, these are the learning goals I work towards:

• Understanding how it works: enough knowledge of generative AI to understand why an outcome sounds right but can be wrong.
• Giving better instructions: supplying context, role, an example and the format you want, and iterating rather than starting over.
• Checking: verifying sources, checking figures, and knowing which tasks always need a final human check.
• Working safely: recognising which data doesn’t belong in a tool, and knowing the internal agreements about it.
• Choosing: judging which tasks suit AI and which are better left as they are.

That last one may be the most important. A team that deliberately chooses where AI doesn’t help uses it elsewhere with more confidence. If you don’t yet have internal agreements on AI use, it’s sensible to draft those in parallel; the AI policy page covers what belongs in them.

Investment

Workshops and training get a fixed price per assignment, because preparation, duration and group size vary widely. The amount is discussed in the intake, and you get it in writing beforehand. The pricing page shows how that compares to the fixed-scope engagements. All amounts exclude VAT and travel costs.

The Executive Briefing is the exception: it has a fixed price of €2,800, including preparation for your sector.

Want to see where your organisation stands first? The AI Readiness Assessment is the more logical place to start. More about my background is on the about page. Not sure yet whether a workshop is the right first step? Ask about a workshop: in a thirty-minute conversation, you’ll hear what I’d suggest, even if that’s something other than a workshop.