One day. Your entire leadership team leaves with aligned decision rights, clear responsibilities, and a 90-day commitment.
Enterprise organisations (500–10,000 FTE) that have already completed STRATEGIC and FUNCTION sessions. This is your alignment day.
Your CEO/Chair has completed STRATEGIC, and your functional leaders have completed FUNCTION. Now it's time to align the whole C-suite on AI decision rights and responsibilities.
CEO, CFO, CPO/CHRO, GC, CTO/CDO, COO, and other C-level leads. Everyone responsible for AI execution across the organisation.
Organisations with 500–10,000 FTE. Large enough to need formal decision frameworks; small enough to align in one day.
One day focused on removing ambiguity, settling decision rights, and creating a shared 90-day action plan your whole team can execute.
Each confrontation asks your CxO team a fundamental question—one you probably haven't answered together yet.
What does AI mean for how your organisation actually works? Not what you think it should mean. What decision rights, reporting lines, and skill requirements actually change?
Where does final authority shift? Who approves tool adoption, investment, and risk acceptance? Where do your current decision-making rules break down under AI?
What will your customers, partners, and regulators expect in 18 months? What competitive pressure will they apply? What capabilities do you need to stay relevant?
Morning and afternoon sessions that move from diagnosis through to commitment.
Where your organisation actually is—not where you think it is. Current AI adoption, decision-making friction, capability gaps, and competitive position. Honest assessment, no politeness.
Structured challenge sessions on operating model, decision rights, and customer expectations. Each C-suite role brings their perspective. Disagreement surfaced and resolved.
Who owns what? CEO/Chair sets the mandate. CFO owns investment gating and ROI tracking. CPO/CHRO owns AI fluency scaling. CMO owns market and customer narrative. CRO/CCO connects AI to commercial outcomes. GC owns governance and ethics. CTO/CDO owns platform. COO owns execution.
How AI decisions get made. Tool adoption authority. Investment gating rules. Risk acceptance thresholds. Escalation paths. Written. Clear. Bindng.
Specific actions. Assigned owners. Clear deadlines. The steps your C-suite will take in the next 90 days to operationalise everything you've decided.
AI has repriced the execution layer of every function. The structural advantage each leader built over decades (control of the model, ownership of the process, the cost of complexity) is being absorbed. What got your ExCo here will not get you where you need to go next. ENTERPRISE confronts every leader with the same question: now that AI can do what your team used to do, what is your role actually for?
When external change outpaces internal change, the gap is not a problem. It is a verdict.
Every leader below has new risks and opportunities they may not have discussed or even realised. ENTERPRISE surfaces them in one room, in one day.
What AI broke: the assumption that strategy is a periodic event.
AI makes strategy a continuous process, not an annual away-day. The CEO who uses GenAI as a living strategic tool (monthly refresh cycles, real-time signal detection) is playing a fundamentally different game. Your new job: hold the team accountable to the 90-day cadence and ensure AI is a board conversation, not a technology side-project.
What AI broke: engagement surveys, performance cycles, and succession frameworks as instruments of insight.
AI exposed the limits of what those processes ever measured. A survey tells you what people said, not what they thought. The CPO who moves to L3 uses reclaimed capacity to be the one leader who genuinely understands what the leadership team thinks and acts on it before it becomes a retention or culture failure.
What AI broke: control of the financial model as a source of structural power.
A working scenario model now takes hours, not weeks. Variance commentary drafts itself. AI raises the floor of analysis. The ceiling is set by the CFO's judgment about what the numbers mean. Your new job: own the Evidence Ledger, gate investment against proven outcomes, and be close to strategic decisions before they are made.
What AI broke: technical complexity as a source of scarce expertise.
Architecture recommendations are now accessible to domain experts without specialist knowledge. A founder with no coding background recently built a production-grade platform in weeks. Your new job: the architectural decisions that define what the organisation can do in five years (build, buy, or stop entirely) not managing the execution layer.
What AI broke: first drafts, design at scale, research synthesis (the execution layer of marketing).
When every organisation uses the same tools with the same frameworks, outputs converge. The floor rises, the ceiling drops, and brand differentiation quietly closes. Your new job: protect the capacity for original thinking. Be closer to customers than the data. Make the move that has no benchmark.
What AI broke: personalised outreach, pipeline analysis, call coaching (the mechanics of sales).
The sales leaders winning now are not the ones who have automated the most. They are the ones using the time AI creates to be closer to customers (the insight that reframes the problem, the question not in the script). Your new job: build customer understanding no competitor can replicate with a prompt.
What AI broke: process complexity as institutional knowledge.
AI maps processes faster than any team can document them. Most AI deployments are efficiency programmes labelled as transformation (the same model, running faster). Your new job: stop asking how we do this faster and start asking what we should be doing. The answer is always closer to the customer than current metrics allow.
What AI broke: access to precedent and the cost of research as structural advantages.
Contract review and due diligence that required a team of associates can be completed with a fraction of the headcount. Your new job: be embedded in strategic decisions rather than documenting them. The GC who is proactive on judgment, not reactive on review, is playing a fundamentally different role.
This is why ENTERPRISE is a full-day session.
Every leader leaves with their new role defined, their dependencies on each other mapped, and their 90-day commitments agreed. One room. One day. No ambiguity about who owns what.
Misaligned leadership is the primary barrier to sustained AI adoption. When CxOs leave an ENTERPRISE session, they leave with shared language, clear decision rights, and a 90-day plan.
ENTERPRISE is a new product. It builds on the same evidence engine that underpins TIP's broader programme:
✓ 350+ leaders coached across 18 months at a FTSE-250 Global Insurer
✓ Average NPS 8.6 (range 7.5–10) across all STEP 1 sessions
✓ NPS guarantee: if your team's average NPS on a PERSONAL or TEAM session is 6 or below, you don't pay
Note: these figures reflect TIP's overall programme. ENTERPRISE-specific evidence will be published as sessions are delivered.
ENTERPRISE is designed for CxO teams who have already built L2 and L3 fluency through FUNCTION and earlier sessions. ENTERPRISE addresses the L3→L4 shift: from functional redesign to enterprise-wide transformation thinking.
Full agenda, timing, facilitator notes, and post-session resources.
Download Enterprise Programme Guide (PDF)