Executive committee
General management and its functional departments. The subject is not the tool but the trade-off: which processes are worth reworking, in what order, with what budget, and what happens if you do nothing.
Training
AI training for your boards, prepared on your cases.
Sessions for executive committees, management committees and boards of directors, built from your own cases. The work is about trade-offs: what to launch, what to refuse, what to postpone.
Audience
One session per governing body.
The session is built for the body that receives it. A board of directors does not have the same questions as a management committee, and does not have the same time.
Management committee
The managers who will have to carry the change into their teams. The session works on cases from their own field, the places where a human validation remains mandatory, and how to announce an AI system to teams that distrust it.
Board of directors
A reading of risk and horizon: dependence on a supplier, data sovereignty, regulatory obligations, and what could shift a business model within 24 months.
Short sessions, prepared on your cases
The format fits the time the body can actually devote to it. What changes from one session to the next is not the slides: it is the cases, taken from your sector and your functions.
Fundable through your OPCO
In France, the session can be covered by your training fund operator (OPCO). We put the file together with you.
Content
The four questions on the agenda.
A successful demonstration says nothing about what will hold in production. The session is about the gap between the two, because that gap is what makes trade-offs go wrong.
The real state of AI
What systems do today in operation, and what they only do in demonstration. What moving from one to the other costs: integration with the tools in place, security, supervision, handover to the teams.
What is coming within 24 months
What is mature, what is not yet, and what will not be. The outlook serves to know what to launch now and what to let come. It does not serve to frighten.
Concrete cases, by line of work
The cases are taken from your sector and your functions, and discussed down to the organization they imply: who validates, who answers when the system is wrong, what becomes of the work of those who did it before.
The decisions to be made
Where to invest, what to refuse, what to postpone and under what condition. The session ends on written decisions, not on the intention to think about it.
Difference
What sets it apart from a conference.
An evangelization talk sells the idea that AI changes everything. An Ailix Consulting session serves to decide, including to rule a project out.
Grounded in what runs
The content comes from more than sixty projects delivered to production, not from technology watch. What is presented as reliable has been reliable at someone's. What is not is said as such.
The same people who build
The architects of the systems we deliver run the session, not a team of trained presenters. A technical question asked in the room gets its answer in the room.
Deliverable
What remains after the session.
Like the four other services, the training ends with something you keep.
Executives able to arbitrate
By the end, the leadership team knows how to ask the three questions that sink an AI project: does the necessary data exist and is it usable? is the target process stable enough? does the expected gain cover the cost of going to production?
A forward-looking roadmap
The projects under consideration, ranked by horizon, with what must be true for each to start. It belongs to you, and it serves as the starting point of the audit if you decide to launch one.
The next step, if you want it
The forward-looking roadmap points where to go. The audit prices what it costs, with which data and at what risk, and ends with a GO / NO-GO decision.
See the AI auditLet's prepare your board's session.
One hour to set the format and the cases to work on · No strings attached
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