Public sector
AI and technology training for the public sector
Central government, local authorities, agencies and public bodies face the same tools as everyone else with tighter constraints around them: public money, public records, and decisions that affect people who cannot take their business elsewhere. These cohorts are built around proportionate, documented use and around explaining a decision afterwards.
For those accountable for strategy, investment and organisational change.
Built around public sector work
4 courses · 20 facilitated hours
AI Strategy and Oversight for Executives
A half-day session for the board and executive team on where AI creates and destroys value, what the organisation is accountable for, and what to ask for in reporting.
Addresses: Confidence & Skills, Culture & Support, Responsible Use
Director / Head of, Executive / C-Suite
Explore courseDigital Change Without the Theatre
A half-day for the executive team that owns a change portfolio. Fewer initiatives, honest sequencing, and permission to stop things - the unglamorous decisions that decide whether digital investment lands.
Addresses: Culture & Support, Confidence & Skills
Director / Head of, Executive / C-Suite
Explore courseSponsoring an AI Literacy Programme
For the executive or manager who has to commission workforce AI training and answer for it later. Covers scoping measures to role and risk, and what records to insist on.
Addresses: Culture & Support, Confidence & Skills
Manager, Director / Head of, Executive / C-Suite
Explore courseTechnology for Non-Technical Leaders
Enough understanding to ask good questions and not be sold to. For directors and executives who sign off technology decisions without a technical background.
Addresses: Confidence & Skills, Tools & Access
Director / Head of, Executive / C-Suite
Explore courseWhat this sector brings into the room
- A decision that affects a citizen has to be explainable
- Where AI touches casework, correspondence or triage, teams train on what the tool may do, what a human must do, and how to describe the difference to someone who asks. Verification habits carry more weight here than speed.
- Records, requests and retention
- Sessions cover what a tool creates that later becomes a record, and what that means for how it is used day to day.
- A literacy programme across thousands of people
- The sponsor course deals with scoping measures by role rather than pushing one generic module to every inbox, and with keeping the evidence as the programme runs rather than reconstructing it a year later.
- Procurement decided years ago what you have
- The technology track works on getting value out of licences the organisation already holds, which is usually more available capability than anything currently in a business case.
Also runs for any sector
These work the same way whoever is in the room. They are still delivered on your own material, so they are no less specific to you - the sector simply is not what changes them.
AI in the Executive Workflow
Senior leaders working on their own material rather than talking about AI in the abstract: board papers, briefing notes, analysis of a long document, and the tools that make it repeatable.
Addresses: Daily Practice, Tools & Access
Director / Head of, Executive / C-Suite
Explore courseHR Technology Investment & Value
Challenge an HR technology business case using realistic costs, operational dependencies and evidence that employee services are improving.
Director / Head of, Executive / C-Suite
Explore courseHR Transformation Strategy & Roadmap
Shape a practical HR transformation roadmap around employee experience, operating capability and measurable value rather than a list of tools.
Director / Head of, Executive / C-Suite
Explore courseLeading People Change in an AI Workplace
Lead the people side of AI adoption with clear communication, participation and support as tasks, skills and working practices change.
Director / Head of, Executive / C-Suite
Explore courseResponsible AI Governance for HR Leaders
Establish practical oversight of HR AI use: ownership, evidence, access boundaries and review of consequential decisions by qualified people.
Director / Head of, Executive / C-Suite
Explore courseWhich of these does your organisation actually need?
The readiness assessment scores each person across five dimensions and maps the gaps onto this catalogue, by department and by role. Five minutes per person, and it answers the question with a measurement rather than a guess.