An AI strategy workshop is a facilitated session where a leadership team decides where AI fits into its plan, its organisation and how it operates, and what that means for each team.
Spend the day deciding where AI changes your 2027 plan: what you'll do differently, what you'll stop doing, and who owns each decision.
For leadership teams, senior leaders, executives and boards who need AI decisions rather than another demo.
We treat AI adoption as a strategy-execution problem rather than a procurement event. The day ends with decisions your board can see, not a list of tools to trial.
Opens a multi-day retreat
Four hours with Collette Easton and Matt Roberts: two 2-hour sessions with lunch in the middle. Inflatable unicorns, sacks of gold and a car dealer's coat, in service of a plan your team believes in. You run the days after, or bring us back.
Gather insights and prepare to plan
Private conversations with your attendees, your customers or the customers you want, so the day starts with what people think.
A full day
We design it with you, run it and debrief with you, along with any follow-on activities.
Two days or more
Diagnosis, choices, goals and the operating rhythm that carries them, chaired from start to finish.
What we do that is hard to do from inside your own team.
One-to-ones, pre-work and the data, ready before anyone sits down.
Frameworks proven in hundreds of sessions, fitted to what you need to decide.
Timing, pace and the recovery moves when a conversation stalls.
No budget to protect, so we can challenge anyone, including the CEO.
The things people keep circling back to, which are hard to see from inside the team.
Who has gone quiet, who is holding back, and when to push or pause.
Support for the people who own the next steps, so momentum carries.
Because we do this a lot, we change the plan when the room needs it.
Whoever's in the room, every session we run meets the same standard.
More than 500 workshops facilitated, by people who have built, run and sold companies. Collette Easton is an Association for Coaching accredited executive coach.
Before we design anything, we agree with the sponsor what the session has to achieve, and build every part of it around that.
Matt Roberts has been a founder, CEO, Chief Strategy Officer and Chief Product Officer, and began his career in ad agencies. He has worked across every function, so he speaks your team's language and nothing slows down.
We talk to attendees beforehand, and chair the room so the most senior voice never sets the frame.
Decisions, owners and dates are captured as they happen, and the follow-ups are agreed before anyone leaves.
We don't teach theory. Your team learns these by planning its real year, with us alongside.
Put a rough value on each option before anyone argues for it, so the debate is about evidence, not volume.
Turn uncertain bets into small tests, each with a date to review what you learned.
Every silly thing in the room has a serious job. This is the research it rests on.
In 54 real team meetings, humour followed by laughter predicted how well teams performed, straight afterwards and again two years later.
of 106 C-suite executives agreed their organisations were bad at diagnosing problems. Creative answers usually come from redefining the problem first.
of groups picked the best option when the key facts were spread across people, against 83% when everyone had the full picture. One-to-ones bring the hidden facts out.
Source: Stasser and Titus, 1985, reported in Schulz-Hardt et al.
People who watched a comedy solved more puzzles through sudden insight than people shown a scary film or a lecture.
Strategy consultant, co-founder of ZOKRI
Executive coach
The ZOKRI team has worked with Legal & General, Absa, SAP, Microsoft, Sage, Chargebee, Jaguar Land Rover, Rolls-Royce, News UK, ITV, ASOS and Virgin Atlantic.
"This is the most fun planning I have ever had. Every SLT needs to do this."
It's a strategy workshop. People leave understanding what AI can do in your business, but the point of the day is the decisions: where to use it, what to fund and what to stop.
Matt Roberts, a two-time SaaS founder with a venture-backed exit, who builds with AI agents and automation and treats AI adoption as a strategy-execution problem rather than a procurement event.
The leadership team. AI changes what you sell, how you operate and who you hire, so it belongs in the business plan, not a technology roadmap. IT and data teams shape how it's done; the leadership team decides where and why.
With the work, not the tools. Pick the two or three processes where time or quality matters most to customers, put a rough value on improving them, and run small experiments with a date to review what you learned.
Because nobody agreed what success looked like or who would scale it. Give every pilot an owner, a measure and a stop date before it starts, then fund the winners properly and close the rest.
It will change most roles before it replaces many. The useful question for a leadership team is which work AI can take on and what your people do with the time it frees. Deciding that openly builds more trust than leaving it to rumour.
We quote after a 30-minute call, once we know the size of the group, how long you have and what you need decided by the end.
Anywhere in the UK, including London, Manchester and Birmingham, plus Europe and the US. In person or online.
We run planning days and away days across the UK, Europe and the US, in person or online. These are the cities we're asked about most.
AI strategy workshops in London, Manchester and Birmingham.
Last updated
Thirty minutes with Matt Roberts. Tell us who'll be in the room and what you need by the end, and we'll tell you how we'd run it.