One day, and your team knows where AI pays off
Not a talk about the future, but a working day with real examples, hands on the tools, and a list of concrete use cases at the end.
Why a shared starting point saves so much
The most expensive mistake happens before the first project: the wrong one gets started.
What happens without one
- Every department has a different picture of what AI can do – expectations and resistance sit far apart.
- Use cases get picked by curiosity rather than by effect.
- Tools are bought one at a time and end up running side by side.
- Budget flows into a project whose benefit nobody can put a number on.
What one day changes
- Everyone in the room ends up with the same picture – including of what does not work today.
- The use cases come from your own departments and get sorted by effort and benefit.
- Participants can work on their own afterwards, not just take part in the discussion.
- By the evening it is written down what to start with – and what to skip.
What comes out of a day like this
We adapt the content, but three parts are almost always there.
A shared starting point
Everyone in the room ends up with the same picture of what AI can do today, what it cannot, and where it fits in the company.
Tools and prompting in your hands
Demos and practical exercises, so people can work on their own afterwards instead of having merely discussed it.
Your own use cases
We collect the cases from your departments and sort them by effort and benefit.
The day at a glance
The shape follows your prior knowledge and your goal; this is the usual frame.
- Statuswhere we stand
- Groundingwhat AI delivers
- Practiceon your own tasks
- Collectuse cases
- Prioritisewhere to begin
How the day can be structured
The shape follows your prior knowledge and your goal – this is the usual frame.
Status and expectations
Where the company stands, and what should be different by the evening.
AI, LLMs and sensible applications
A clear picture without buzzwords: what the technology delivers and where its limits are.
Tools, exercises, prompting
Hands-on work on real tasks from your everyday operations.
Use cases and next steps
What is worth doing, what is not, and where to begin – written down before you leave.
What you have at the end of the day
Not a slide deck, but a list you can keep working with internally.
The written outcome
We record the use cases collected during the day – each with the process it belongs to, the estimated effort, and what currently stands in its way.
Along with it comes an honest assessment: which cases are worth doing now, which need a data foundation first, and which are better left alone.
The document is deliberately written so that you can use it without us – including with another supplier.
When a workshop is the wrong step
- The bottleneck is already named and uncontested – then we would rather start building.
- The decision has in fact already been made and the day is meant to endorse it.
- The people who really know the process cannot attend.
- What is wanted is a motivational talk. Others do that better.
Frequently asked
How many people make sense?
Up to about twelve works well for exercises and discussion. More important than the number is that the people who do the work every day are in the room.
Do participants need prior knowledge?
No. We adjust depth and pace to the room – the exercises work for beginners and for advanced users alike.
What does the day cost?
That depends on scope, location and preparation. Tell us the number of participants and the goal and you get a firm figure instead of a range.
What if the conclusion is that nothing is worth doing?
Then you learned that for the price of one day instead of the price of a project. That is a result too.
Missing a shared starting point?
Then a workshop day is usually the cheapest step to take before budget flows into the wrong project.