AI adoption – from decision to practice

Deliberate choices beat rapid roll-out.

Most organisations do not lack the will to use AI. What they lack is a shared answer to what it should be used for – and a process that turns that answer into everyday practice. I advise leadership teams through that process.

AI adoption is not an implementation plan. Licences can be bought in an afternoon, but they only amount to something once the organisation has decided what the technology should do for the task, the professional expertise and the people who carry it. That decision is what adoption work is about.

Along the way, shadow use becomes visible and shared: the AI use that already exists around the organisation becomes shared practice with shared rules – instead of shadow AI that nobody can learn from.

01

Ambition

A shared answer to what AI should be used for – settled with the ARTS model as the backbone.

02

Target picture and shared rules

A target picture for the next twelve months and an AI policy that employees can actually use.

03

Competencies across the board

Training in employees' own tasks – not a course that is forgotten a month later.

Deliberate choices beat rapid roll-out

I do not begin with the choice of system, but with the leadership: what do you want to achieve with AI, what do you not want, which role should it play in which tasks – and what do people need to be able to do for the ambition to be realised? Those are the choices that determine whether the technology amplifies your purpose or merely your busyness.

Technology does not create development on its own – it amplifies what is already there. That is why the sequence matters: purpose before technology, people before tools. You can read more about the thinking behind the work – the intelligent organisation – under advisory.

Who is it for?

Executive teams, partner groups, leadership teams and boards in knowledge businesses, consultancies, membership organisations and public-sector organisations – organisations that are not buying technology, but direction. What they have in common is that AI affects the core task, so the choices cannot be left to the IT department alone. I have written about why employees' process knowledge becomes a strategic resource in the article AI and working life – choose the right friction. And why the gains must be measured rather than felt is covered in Perceived efficiency: when AI feels faster than it is.

Four steps

From clarification to embedded practice

01 Ambition – we settle the ambition with the ARTS model as the backbone: what do you want to achieve with AI, what do you not want, which tasks should it play a role in – and who owns the decision?

02 The leadership's own level – a leadership team cannot assess what it does not understand. We train the leadership group in what the technology can and cannot actually do – enough to ask critical questions and lead the work. Incidentally, this is also a requirement under Article 4 of the EU AI Act.

03 Target picture and shared rules – the clarification becomes a target picture for the next twelve months and an AI policy written so that employees can use it.

04 Competencies across the board – finally, competencies are built in employees' own tasks rather than on a course that is forgotten a month later. This is where the advisory links up with my AI training.

Three ways to bring me into the work

The three formats can stand alone or be combined into a programme. Most begin with a strategy workshop and then continue with ongoing sparring when the decisions have to be made in practice.

AI strategy workshop – ambition, roles, training and shared rules settled in one structured workshop with the ARTS model as the framework. See the AI strategy workshop.
Courses and workshops – programmes where the leadership or the department works with AI in their own tasks – strategic and hands-on. See AI training.
Advisory on subscription – confidential sparring bought in prepaid sessions, for the judgement calls that arise along the way. See the advisory subscription.

If you are unsure what fits your situation, get in touch. The first conversation is without obligation – and often the one that brings the picture into focus.

»The sequence matters: purpose before technology, people before tools.«

Loa Brix · My approach

The decisions stay with you. I provide the frameworks, the questions and a professional counterweight – not a finished answer key.

Key questions

Practical

Do we have to go through all four steps?

No. We begin where the pressure is greatest and take only the steps that make sense for you. The sequence is the same, but the emphasis differs from organisation to organisation.

How long does an adoption programme take?

From a single clarification day to a collaboration over several months. Clarification and a target picture can be done in a short time, while competency development across the whole organisation typically stretches over a season or two.

What is the difference between the adoption programme and the AI strategy workshop?

The strategy workshop is one defined step: a single workshop where ambition, roles, training and shared rules are settled. The adoption programme is the work all the way from decision to embedded practice – see the AI strategy workshop.

What does the advisory cost?

The price is agreed from assignment to assignment and depends on scope and format. The advisory can be bought as a complete programme or as prepaid sessions through the advisory subscription, if the need is ongoing.

Do you also work with boards?

Yes. Board briefings and ongoing sparring are part of the advisory – often as a presentation followed by a working session.

More advisory

All advisory →

01 AI strategy workshop Ambition, roles, training and shared rules – settled in one workshop with the ARTS model. Read → 04 Advisory subscription Confidential advisory in prepaid sessions – when decisions arise along the way. Read →