AI leadership series
Leading AI
Strategy, Governance, and Enterprise Value
Connected decisions. Clear responsibilities. Practical judgment.
AI adoption calls for decisions at every leadership level: where to invest, what a system may do, how to protect people, how to supervise work, and how to judge results. This series connects those responsibilities from the boardroom to frontline management.
- Live, instructor led
- In person or virtual
- Four- and eight-hour courses
- No programming required
Find your pathway
Shared judgment. Different responsibilities.
Choose the course for the decisions you own. Each box opens the course page, with its outline and entry requirements. You do not need to take every course.
Build a shared foundation
AI Judgment and Responsibility for LeadersJudge the proposal. Check the evidence. Find the decision owner.Explore the courseChoose a course for your role
- Board Oversight of AIFoundation capabilities requiredExplore the course
- Enterprise AI Strategy and GovernanceFoundation course requiredExplore the course
- Governing AI in Business FunctionsFoundation or documented equivalent experienceExplore the course
- Leading Teams Using AIFoundation course requiredExplore the course
- AI Economics and FinOps for LeadersFoundation or documented equivalent experienceExplore the course
Entry requirements vary. The Board course requires foundation capabilities; completing the foundation course is one preparation route. Functional and finance courses accept documented equivalent experience. Check the individual course page before choosing.
Bring roles together
AI Decision and Incident SimulationPractice one shared decision as information changes.Explore the simulationFoundation completion is required. Also complete the course for the role you will play, or have documented equivalent preparation for that role.
One approach across roles
Make the decision. Know who acts next.
The board sets direction. Executives establish investment and accountability. Functional leaders translate policy into operating requirements. Managers supervise use. Finance connects spending to useful results. Each role needs usable information from the others.
- Define the opportunity
- Consider the effects
- Assign authority
- Approve and provide resources
- Supervise
- Review results and adjust
Choose the courses for your responsibilities
Seven courses. A shared foundation.
Start with AI Judgment and Responsibility for Leaders, then follow the course for your role. Foundation plus a role course gives an eight- or twelve-hour pathway. Entry requirements vary by course. Selected participants bring their role preparation to the four-hour joint simulation; nobody needs to take every course. Durations include breaks.
AI Judgment and Responsibility for Leaders
Audience: Leaders across roles
Judge a proposed use of AI, check whether its output is supported, compare a credible alternative, and consider effects on people. Send the decision to the person with authority to make it.
Participant work: An individual recommendation on an AI proposal, with supporting information, the responsible decision-maker, and an escalation route.
Explore AI Judgment and Responsibility for LeadersBoard Oversight of AI
Audience: Directors and board committees
Challenge management’s AI priorities, compare a competing strategic choice, set risk and delegation boundaries, and establish management accountability and reporting.
Participant work: An individual recommendation on strategic direction and management accountability, using a supplied board paper. Full day, 09:00–17:00, with no assigned prework.
Explore Board Oversight of AIEnterprise AI Strategy and Governance
Audience: Executives and business-unit leaders
Compare a supplied set of AI proposals, justify which to fund, test, defer, or stop, and assign owners, resources, and conditions for expanding or pausing an initiative.
Participant work: An investment recommendation and a plan assigning responsibility and review conditions.
Explore Enterprise AI Strategy and GovernanceGoverning AI in Business Functions
Audience: Functional leaders and policy or control owners
Turn enterprise AI policy into approval conditions, practical checks, and routes for handling changes and concerns. The initial course addresses operations and customer service; other functions can be addressed through tailoring.
Participant work: An individual approval and control plan for one proposed use of AI, with named owners, checks, and review triggers.
Explore Governing AI in Business FunctionsLeading Teams Using AI
Audience: Managers and frontline leaders
Supervise an approved AI-enabled workflow, organize human review, judge sample outputs against supplied information, and respond to a problem within your authority.
Participant work: A supervision plan, judgments on sample outputs, and an explanation of how to escalate a concern.
Explore Leading Teams Using AIAI Economics and FinOps for Leaders
Audience: Finance, FinOps, procurement, program, and business owners
Manage AI costs and business value. Examine usage, human review, rework, and other costs; test forecasts and benefit claims; and recommend funding and spending controls.
Participant work: A review of a supplied cost forecast, an outcome scorecard, and a funding recommendation using prepared data and calculations. In the shared case, compare cost per accepted reply.
Explore AI Economics and FinOps for LeadersAI Decision and Incident Simulation
Audience: Participants from different leadership roles
Work through one shared decision when an approved AI use changes. Pass information to the people with authority to act, explain your recommendation, and identify where coordination needs improvement.
Participant work: A shared decision record, individual explanations, and priorities for improving coordination. Team performance and individual reasoning are reported separately.
Explore AI Decision and Incident SimulationPractice the decisions leaders own
Cases, practice, and individual judgment.
Participants study worked examples, practice with guidance, and complete individual decision exercises. They receive assessment criteria in advance and feedback on their reasoning. Their own responses are saved before peer discussion; later revisions are kept separately.
More than one recommendation may be defensible. Assessment considers reasoning, supporting information, impacts, and the use of authority. Participant performance, changes in workplace practice, and business results are reported separately.
A shared business setting
A fictional insurer is considering wider use of an AI assistant that helps staff find policy information and draft replies. Leaders consider investment, approval conditions, human review, costs, and reporting. A change in cost or quality requires them to reconsider the decision together.
Insurance supplies the setting. The leadership decisions are relevant to customer service, professional services, internal knowledge work, and other enterprise workflows.
Delivery and tailoring
A consistent core, in your organization’s context.
George Sawyer, the series author, teaches the series in person or virtually. Additional trainers come through Learn Flourish’s train-the-trainer program, led by George.
Tailoring incorporates your approved strategy, policies, role names, thresholds, and reporting conventions after consultation. Related exercises and assessment guidance are updated together while core learning outcomes and assessment criteria remain consistent. The curriculum does not depend on one technology provider.
The standard package includes instructor materials, participant guides, slides, practical cases, decision aids, and assessments. Prepared materials support practical work when live technology access is unavailable.
Kept current as leadership decisions change.
George leads curriculum maintenance, with checks before delivery, quarterly reviews, review of significant developments, and an annual review of the course structure. Updates connect the learning outcomes, cases, exercises, assessment guidance, and trainer materials. Service periods and update entitlements are agreed with each partner; workplace follow-up is scoped with the sponsor.
For organizations and training partners
Plan the right pathway for your leaders.
Discuss your audience, decision responsibilities, delivery format, scheduling, and tailoring needs. Training partners can inquire about offering the series to their enterprise clients.