AI adoption programme · Executive, transformation and business leadership
Roll out AI with your teams.
Measure the difference it makes.
You want AI use to bring concrete improvements to daily work. We help you choose which activities to transform, build the roadmap with your teams and track implementation. Every workstream has an owner, resources and expected results. Leadership makes the decisions; your teams and Spentia partners move the rollout forward together.
With your teams
Priorities built with the people doing the work
4 weeks
To build the roadmap, on a typical schedule
6 months of support
Monthly reviews and progress tracking
A named owner
For every workstream launched
01 — THE CHALLENGE
Your teams already use AI.
The shared roadmap is still to be built.
Individual uses and pilots already exist, but their effects remain hard to measure and share. Some teams save time. Others recreate the same solutions, are unsure which tools are permitted or wait for shared rules. Useful practices rarely spread, and experiments struggle to become part of daily work.
Progress requires connected decisions: which activities to transform, which to protect, which tools to choose and how to support teams. You also need to decide how to use the time freed up: more time with customers, better service or new offerings.
The programme builds this roadmap with the people doing the work. Teams identify opportunities and constraints; leadership sets priorities and commits resources. Every selected workstream has an owner, milestones and expected results. Our partners then support implementation, training and progress tracking.
02 — WHAT YOU GET
05 — DELIVERABLES
A shared roadmap.
Support throughout the rollout.
The programme has three core elements: the activities to transform, the selected workstreams and support to track their rollout.
01
The activities to transform
A complete task matrix for the agreed scope: each task described, quantified and assessed by the people doing it, placed in its quadrant and assigned a course of action. A shared reference that turns discussions based on intuition into documented decisions.
02
The approved roadmap
For every workstream: an expected result, owner, sponsor, budget and milestones. Leadership agrees the priorities and resources.
03
Six months of follow-up
Monthly reviews to track actions, resolve difficulties and compare results with the starting position. Training supports changes to the way people work.
03 — IN PRACTICE
What a leadership team decides
in four weeks.
Three anonymised situations from our programmes. Sectors and figures have been changed; the underlying mechanisms are faithfully represented.
A task map that protects value
At a consulting firm of around 100 people, 16 of the 70 mapped tasks contained what clients were paying for: human judgement. Automating them would have removed the value they created. The roadmap did the opposite: it reinvested time freed up elsewhere into those activities.
A more focused project portfolio
Four projects were presented to leadership, each with dated milestones, a budget and decisions to make. One included doubts about its own return, raised by the team itself.
Leadership made an evidence-based decision before committing development time.
Tools built for the business
A dozen workstreams were assigned to an employee trained during the programme: around 20 days of development for tools tailored to the company’s actual workflows, each recorded in the inventory with a named owner.
04 — OUR APPROACH
Three phases:
listen, decide, embed
The typical schedule delivers a consolidated roadmap in four weeks, followed by six months of support. We adapt it to the scope at the outset. For a broader scope, teams with similar roles work in waves: each interview and workshop cycle takes four weeks.
WEEKS 1–2
WEEKS 3–4
MONTHS 2–7
1
Listen
Scoping establishes the coverage and questions to address with leadership. The engagement is explained to teams, then everyone is invited to an individual, confidential interview with Aria. Interview responses and available data help us map activities, workloads and existing AI uses. Teams complete and verify the map in a workshop.
2
Decide
In workshops, teams complete the map, propose actions and clarify what implementation will require. Shared workstreams and resource needs are brought together.
Leadership agrees priorities, budgets and responsibilities, with IT leading technical choices.
3
Embed
Each workstream then has a tracking sheet: a dated objective, quantified results, progress and an activity log.
Monthly reviews maintain momentum for six months. Training supports each group of tasks, and gains are measured against the starting position.
05 — CHOOSING THE RIGHT ACTIONS
Two questions per task.
Four possible decisions.
For each activity, we examine its automation potential and the experience of the people doing it. Choices also account for customer value, available data, risks and feasibility. The matrix prepares the discussion with teams; priorities are then agreed with leadership.
Fulfilling
Enjoyed + automatable
AI copilot
augment, without replacing
AI prepares the first draft—research, content or analysis—while the expert stays in control. Production takes less time; people remain responsible for final quality.
Enjoyed + human
Core expertise
protect and invest
The value customers seek and the work your people want to do. Time freed up can strengthen these activities, according to the priorities agreed by leadership and teams.
Burdensome
Burdensome + automatable
AI quick wins
act now
Early wins, deployed in weeks. They ease the burden on teams and establish the programme’s credibility from the first few months.
Burdensome + human
Structural issues
rethink the process
Technology alone will not change these tasks. The answer lies in redesigning roles, rules, working rhythms or tools.
Automatable
Reinvest the time freed up
Build
A lightweight tool developed internally with AI when the need is too specific for an off-the-shelf solution.
Buy
A proven solution when the task is standard and the technology mature, with a pilot and a budget.
Reorganise
A change to roles, rules or working rhythms when the friction comes from the organisation.
Protect
Preserve an activity when it underpins customer value and employee engagement.
From map to action: every task ready to address is assigned one of these four routes and a named owner in the relevant team. No unassigned task, no workstream without an owner.
06 — BUILD INTERNALLY WHEN THE NEED JUSTIFIES IT
Your tools,
built within your organisation.
Some needs justify an internal tool; others call for an off-the-shelf solution or a process change. Where internal development is chosen, we support a willing employee in building tools tailored to the teams’ work.
IT sets the technical framework, access permissions and conditions for going live. Every tool has an owner and maintenance arrangements. Training and follow-up help the team become self-sufficient within that framework.
07 — WHO IT IS FOR
Four leadership teams,
one shared roadmap.
Executive leadership
Get the complete picture: actual workloads, duplication between teams, workstreams with owners and decisions clearly set out for agreement in the meeting.
Subsidiary or business unit leadership
The programme is adapted to your scope. Teams can progress in waves; priorities, resources and the schedule are consolidated with leadership.
Business function leadership
Your teams build their own plan. Their commitments have deadlines and owners, and are limited to what they can deliver.
HR leadership
Teams’ experience informs decisions alongside workload: burdens are addressed, work that keeps people engaged is protected, and training follows actual needs in each quadrant.
08 — FREQUENTLY ASKED QUESTIONS
What leaders ask us.
Will teams see this as surveillance?
Will teams see this as surveillance?
The approach is designed to avoid that, and participation provides a check. Teams are told about the engagement before interviews begin, with a clear objective: to increase the value of their work. Interviews are individual, confidential and anonymous. Neither executives nor managers can access the responses. Findings concern the organisation—processes, handovers and tools—never individuals. The approach complies with the GDPR, and we are happy to present it to employee representatives before launch.
Our teams will not have time.
Our teams will not have time.
Scoping sets out the time required from teams and leadership. Allow around 30 minutes for the individual interview, followed by roadmap workshops. These are organised around operational constraints. Leadership makes decisions on priorities and resources, then takes part in follow-up reviews.
We have already run pilots.
We have already run pilots.
We build on your pilots, assessments and existing data. Scoping establishes what is sufficiently evidenced and what still needs checking before rollout. A Spentia maturity assessment is not a prerequisite. If your first question is where to invest and how ready you are, the AI maturity assessment may be the right starting point.
Who decides: teams or leadership?
Who decides: teams or leadership?
Teams describe the work, propose actions and clarify what they can implement. Leadership agrees priorities, resources and responsibilities. IT governs technical choices. Spentia partners prepare the decisions and support their implementation.
Our IT department is concerned about tools built outside its control.
Our IT department is concerned about tools built outside its control.
The programme addresses precisely this risk. Unofficial tools already exist in most organisations: workaround spreadsheets and individual uses of generative AI. The programme replaces them with declared tools built within IT’s framework, recorded in an inventory with a named owner and reviewed monthly. The decision matrix reserves internal development for needs the market does not meet. Otherwise, the “buy” route brings vendor support. IT gains visibility it rarely had before.
How is return on investment measured?
How is return on investment measured?
In two stages. Before deployment, we record the baseline—time spent, volumes and lead times—so gains can be demonstrated. Each workstream then records quantified results and dates in its tracking sheet, with progress reviewed monthly. We measure the time freed up and how it is used: the share devoted to activities that create value, such as advice, customer relationships and creative work, becomes a tracked indicator.
What happens after the roadmap is delivered?
What happens after the roadmap is delivered?
Implementation begins. Every workstream has a tracking sheet with progress and an activity log; monthly reviews maintain momentum for six months. Delivery of the document starts the programme’s third phase, including measurement of gains against the baseline.
How does the programme address the EU AI Act?
How does the programme address the EU AI Act?
The programme helps organise responsibilities, oversight of AI use, training and tool monitoring. Requirements specific to your activities and systems are reviewed with the relevant specialists in your organisation and incorporated into deployment decisions.
