Four months of AI enablement for 60 people across departments

The situation

The agency had enterprise AI tooling in place and a leadership AI task force with a mandate to make it count. What it did not have was a route from licenses to changed practice across a professional services business where the work is the output and quality standards are high. Tool rollout is the part organizations complete. Practice change is the part they attempt.

What we did

The program was designed with the task force rather than presented to it, so the priorities were the organization's own and the champions were people it had chosen.

• A custom training program built around the agency's actual departments, workflows and quality standards.
• Enablement delivered over four months to sixty people across departments: a sustained cadence, long enough for participants to hit real problems between sessions and bring them back.
• ChatGPT power skills beyond prompting: when to build a custom assistant, when to work inside a project with accumulated context, when to run deep research, when to reach for organizational knowledge.
• Specific use case support and open office hours, attached to live work rather than to the curriculum.

Why the shape matters

Enablement fails when it is delivered as an event to an audience. This program was delivered as a rhythm to a cohort, with the client's own task force owning it, champions distributed across departments, and standing time where people could bring the thing that was actually blocking them. That structure is the deliverable as much as the content is.