By organisation
Enterprise
Role-proportionate training at scale, with the records to show for it
Large organisations do not have one AI literacy gap - they have hundreds of different ones, spread across divisions, roles and risk levels. The work is scoping measures proportionately, delivering them live, and keeping the evidence as the programme runs. That is what the assessment, the academy and the evidence layer are built to do together.
1.A literacy programme scoped by role, not a webinar for everyone
The situation
The board has asked for an AI literacy programme. The easy answer is one generic e-learning module pushed to every inbox; nobody believes it changes anything, and it does not reflect how differently a claims handler, a developer and a director use these tools.
In practice
The assessment measures each team's actual gaps across five dimensions. Practitioner cohorts train on their own work, managers train on oversight, and the executive session deals with strategy and accountability. Each cohort's attendance, submitted work and grades are recorded as it runs, so the programme can be described accurately afterwards - without overclaiming what it establishes.
2.Line managers who can answer for their team's AI use
The situation
AI use has spread faster than oversight. Risk and internal audit are starting to ask line managers what their teams use AI for, and the honest answer in most cases is that nobody has written it down.
In practice
Managers train on applying the organisation's own AI policy to live requests, setting review thresholds, handling incidents, and keeping a lightweight register of team use - the record an auditor actually asks to see.
3.Adoption measured honestly across thousands of seats
The situation
The licence spend is significant and the dashboard shows logins, which is not the same as changed work. Leadership wants to know what the investment is doing before renewing it.
In practice
Managers learn to set baselines, choose the small set of metrics that show changed work, and report time saved and value captured as different things. The champions network keeps working practice moving between teams instead of staying wherever it started.
4.Executives working on their own material
The situation
Senior leaders sign off AI strategy they have never personally used, and approve long documents they have not had time to interrogate.
In practice
A half-day session where directors work their own board papers and briefing notes through the tools, learn what senior material can and cannot enter them, and leave with the questions to ask of the next AI proposal that reaches the board.
Start with the measurement, not the course list
The 9 courses cited above are a starting point. The assessment scores your teams across five dimensions and recommends training against the gaps it actually finds.