AAI Scenarios
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Förändringsledning

We know we 'should be doing something with AI' — but what?

Pressure from the board, customers and employees. You've heard the talks, read the reports. And there you sit.

Time

40 min

Level

Introductory

Roles

4

Framework

Three-question starting point

Recommended starting point for groups that haven't trained together before
Read the full scenario

Before you begin

3 minutes of prep for the facilitator

Materials

  • ▸A projector or large screen for presentation mode
  • ▸A notebook for each participant
  • ▸A facilitator (can be someone in the group)
  • ▸Water, coffee — and silenced phones

The room

  • ▸Sit around a table, not theatre-style — the conversation should feel horizontal.
  • ▸Close the door. This is not a meeting to drift in and out of.
  • ▸Decide who will document the group's decisions and reasoning.

Say as intro

"There are no right answers in this scenario — only clearer and less clear reasoning. The value comes from where you actually disagree, not from reaching consensus."

Briefing

The situation

You're a leadership team that hasn't really got going. There has been an AI working group for a few months, someone has tried ChatGPT, a consultant has been in to talk. But no one in the room can honestly say what you have actually decided. The next board meeting is in six weeks and everyone expects 'something concrete'. The question isn't whether to do something — it's where to start, and how to avoid starting in the wrong place just to get going.

Discussion

Questions to wrestle with

Where are we, really?

  1. 1.What have we actually decided about AI so far — and what have we only talked about?
  2. 2.Which questions are we avoiding because we don't know the answers?
  3. 3.What are we afraid to lose if we start the wrong way?

Where should we start?

  1. 1.Where in the business would a small experiment teach us most — not save us most money?
  2. 2.Which of us in the room should own this question, and what do they then need?

Framework · Three-question starting point

To lean on

Learn

Where can we run a small experiment that teaches us something about our organisation?

Deliver

Where is a concrete task where AI is likely to deliver value within 90 days?

Lead

What principle do we want the entire organisation to know about how we think about AI?

Decision

Possible paths

  1. AAppoint an owner and start a clearly scoped 90-day pilot in one area.
  2. BInvest broadly in education first — no pilots until the leadership team shares a foundation.
  3. CBring in an external advisor to help us formulate principles before we do anything.
  4. DAsk each leadership team member to take their own question home and come back with a proposal.

Triggers

Drop in when the discussion stalls

  • ▸A competitor has just launched an AI-powered product.
  • ▸An employee asks openly: 'will my job still exist?'
  • ▸Someone in the leadership team says 'can't we just start somewhere?'

For the facilitator

Tips to get more out of it

  • This scenario works best as a first workshop — use it to create a shared starting point.
  • Watch out for 'solution mode': the goal isn't to decide what to do, but how to decide.

Reflection

To take with you

  • "If we look back on this meeting in a year — what do we hope we said yes and no to today?"