AI Decision Agenda
Which AI decisions should your organisation focus on?
AI has created more possibilities than any organisation has the money, people or attention to pursue.
The harder task is deciding which deserve your attention - and which don’t. Some organisations aren’t making those decisions at all. Others make them one at a time, as each new tool, vendor or request arrives.
The AI Decision Agenda helps your executive team agree the most important AI decisions to make now, what to investigate further and what can wait - with advice on how to move each one forward.
When this helps
When the AI questions are piling up faster than the decisions.
- AI could change where your organisation’s future value comes from, and you’re not yet sure what that means.
- You’re committing money, people and time to AI, but you’re not sure it’s going to the right places.
- Important AI decisions aren’t being made, or are being made too slowly - and opportunities are slipping by.
- Your leaders see AI differently, and conversations keep circling without reaching a decision.
- Your board, your people or your regulators are asking what you’re doing about AI.
What we work through
Begin with the organisation,
not the technology.
We start with six questions that may shape your organisation’s future. Your leaders explore each one against what’s at stake, how urgent it is and how reversible it would be - and agree which deserve attention first.
Offering and public role
Which parts of what we provide could people soon get without us, or more easily elsewhere - and what, specifically, will they still need us for?
Income and funding
As AI changes what funders and customers expect and will pay for, which parts of our income are exposed - and how might we need to change what we offer or how we’re paid?
Operating model
If we designed this organisation from scratch today, what would we want people to do, what would we give to AI - and how would that change our services?
People and human contribution
As AI takes on more of our work, which parts must stay human because that’s where our value lies?
What do we need our people to be exceptional at, and how will we help them get there?
Risk and preparedness
How is AI changing our risk landscape, including the risk of moving too slowly - and what is our appetite for the most consequential risks?
Change ambition and capacity
How much change will we need to drive - or absorb - because of AI, and how ready are we for it?
These are the six questions in the AI Decision Guide. This engagement is where your leadership team works through them together.
What you take away
Agree what to decide - and how.
Which decisions deserve your attention first, and the best way to make each one.
Some will lead to investment, some to redesign, some to protecting what matters - and some don’t need to be made yet.
Your AI Decision Agenda
The most important decisions to make first, why each matters now, and an owner for each - agreed by your leadership team.
Not every decision needs to be made now. But make that choice deliberately.
Advice on how to progress each decision
The evidence you need, the options worth exploring, who should be involved, and the best way to approach it: research, a pilot, market testing, a workshop, or a decision you can make now.
How it works
Prepare. Explore. Advise. Debrief.
Four steps, with most of the work done before and after your leadership team is in the room.
- Prepare
A sponsor conversation to clarify the outcome you need. I review selected materials, and each leader answers a short confidential survey, so different views surface before the workshop.
- Explore
A facilitated workshop with your leadership team. We explore which decisions your organisation most needs to make, test assumptions and alternatives, and agree which deserve attention first.
- Advise
Your advice note: the decisions you’ve chosen to prioritise, why each matters now, how quickly you need to make them, the evidence you need and the best way to approach each one.
- Debrief
A 45-minute sponsor debrief. We walk through the advice together, answer your questions and agree how you’ll take it forward.
Investment
Investment
$7,500 + GST
Sponsor conversation, materials review, confidential leadership survey, leadership workshop, advice note and sponsor debrief. Compare that with the cost of one AI initiative that doesn’t connect to your strategy - or one important decision left to drift for six months.
Working with Sue
Strategic experience.
Firsthand AI practice.
I help organisations make consequential decisions about AI and build the leadership capability to act on them.
I bring more than 25 years of executive leadership in organisations from $50 million to $3 billion, where people, trust and reputation matter. I’ve designed strategy, led transformation and carried responsibility through crisis - securing $500 million for a statewide service redesign, leading international transitions across seven countries, and leading through Black Summer and COVID-19.
I work with executive teams, boards and individual leaders across many organisations and sectors, so I bring a view of what others are trying, what is working and what isn’t. My advice is independent, with no ties to technology vendors. And I’ve made this transition myself, redesigning how I work and how my business operates as a human-led, AI-enabled practice.
GAICD · B.Eng (Hons) · MIT Sloan · Oxford Saïd · INSEAD (Distinction) · Bluedot Impact · Certified NLP Master Coach · Certified AI Trainer
“It has sharpened our discussions by reframing AI not as a technology initiative, but as a question of strategic risk appetite and long-term positioning.”
Ruth KestermannChief Operating Officer, Plan International Australia · AI Strategic Discovery
“By the end, we had developed a deeper shared understanding of AI, where it could add value and had become more thoughtful and deliberate in how we used it in our work.”
Trudi MitchellChief Executive Officer, Australia for UNHCR · Executive AI Leadership Circle
Organisations I’ve worked with include
City of Melbourne
If you’d like support
Taking your decisions forward.
Many leadership teams take the next steps themselves. If you’d like support, each of these can follow the AI Decision Agenda or stand on its own.
If you need credible evidence and a strategic view
AI Strategic Discovery
Sector research, a review of your strategy and plans, and in-depth confidential interviews with your leaders - brought together into a strategic report, a leadership workshop and recommended priorities you can take to your board.
Explore AI Strategic Discovery →If your team needs to become decision-ready
Executive AI Leadership Circle
A facilitated program in which your executive team builds firsthand experience with AI, sharper judgement about what to rely on, and the shared understanding it needs to decide together.
Explore the Circle →If you need support to act on your decisions
Strategic AI Advisory
Confidential one-to-one advisory for the leader carrying the organisation’s AI response, as decisions are put into practice.
Explore Strategic AI Advisory →Your next step
Agree the AI decisions your organisation needs to make now.
In a complimentary, confidential conversation, we’ll look at the decisions your leadership team is facing - and whether the AI Decision Agenda is the right way to work through them.
Not ready to talk yet?
See where your leadership team is strongest across the five things it needs to make good AI decisions - ten questions, six minutes. Or read the AI Decision Guide.