From a shared direction to a change in everyday work.
Leadership needs to know where change makes the most sense. Teams need to be able to use the new way of working. We connect both to your company’s actual processes.
Two formats. Process mapping is part of the strategic workshop.
The strategic workshop helps leadership decide what to change. The practical workshop helps a team use the change in real work. Open a card for details.
3 hours with leadership Strategic workshop Together with leadership, we clarify where change makes the most sense in the company. DetailsHide details
- Who is in the room
- Owners, CEOs, COOs and heads of the company’s key areas.
- What happens
- We start with leadership’s goals: what the company needs to handle better.
- Using specific situations, we walk through how work actually flows.
- We separate what should stay with people from where connecting systems or automation can help.
- With leadership, we decide what to focus on first.
- What you leave with
- A shared map of the next steps.
Part of the strategic workshop Process mapping (within the strategic workshop) It takes place during the same three hours with leadership. It is not a separate service or an extra session. DetailsHide details
- Who is in the room
- The same people as at the strategic workshop. Mapping takes place within the same three hours.
- What happens
- We describe who takes over the work and where they get the inputs.
- We note which systems people work in and what they wait for.
- We mark the places where people manually make up for missing connections between systems.
- What you leave with
- A map of the main processes, systems, roles and opportunities for change. For selected processes, a detailed review of data, effort and benefit follows.
8 hours with your team Practical workshop The team learns a new way of working on its own work, not on practice examples. DetailsHide details
- Who is in the room
- A specific department or team whose everyday work is set to change.
- What happens
- We start with a real task of the team and the expected result.
- A short demonstration, then own work and feedback from the trainer.
- Together we check that the result is correct and when a person has to decide.
- At the end, we summarise the approaches the team can keep using.
- What you leave with
- A tested way of working the team can keep using after the workshop.
Three hours with leadership. A shared map of the next steps.
The strategic workshop connects leadership’s goals with how the company actually works. Together we map the main processes, the handovers of work and the places where people make up for missing connections between systems. The output is a map you can use to decide what to focus on next.
- Length
- 3 hours
- Who it is for
- Owners, CEOs, COOs and heads of the company’s key areas.
How we run the strategic workshop
We start with leadership’s goals
What does the company need to handle better? A higher volume of orders, capacity planning, faster processing or less dependence on manual coordination? We clarify which result the change should support.
We walk through how work actually flows
Using specific situations, we describe who takes over the work, where they get the inputs, which systems they work in and what they wait for. Process mapping is part of the workshop.
We separate opportunities and responsibilities
We separate the activities that should stay with people from those where connecting systems or automation can help. We also name the questions that need to be verified before implementation.
We put together a shared map
We capture the main dependencies, constraints and opportunities. Together with leadership, we decide which areas make sense to develop first.
A map you can use to decide on the next step.
The map connects the main processes, the systems in use, the responsible roles and the opportunities for change. You will see where a system can take over repetitive work and where the process first needs to be adjusted or the inputs completed.
The map also records open questions. It is an input for the next decision, not a finished project. Detailed integration design, budget and validation of the benefit require follow-up work on the selected process.
A one-day workshop that builds the foundation for working with a new generation of tools.
In one day the team learns to work with AI tools together on its own tasks. We agree shared rules, try approaches people can use straight away and prepare the team for the changes these tools bring to their work.
- Length
- 1 day (8 hours)
- Who it is for
- Specific departments and teams whose everyday work is set to change.
Flipped classroom: theory beforehand, practice together.
The workshop is built on the flipped classroom principle. Participants cover the basics in advance at their own pace. The day together is not spent on lectures but on working through the team's real tasks with the trainer at hand.
- 01
Before the workshop
Short preparation: videos and materials on tool basics and on rules for company data. Everyone brings a task from their own work.
- 02
At the workshop
No long lectures. Participants work on their own tasks while the trainer advises, corrects and shows approaches on their actual work.
- 03
After the workshop
The tested approaches and rules stay with the team. People use them in everyday work and we follow up with support where needed.
Why it works: time with the trainer goes to what self-study cannot teach — real situations, questions and feedback.
What the practical work looks like
Your own task as the starting point
We start with a specific assignment and the expected result. That way participants see where the new approach helps them and what they still need to check themselves.
Before the session
We work on the flipped classroom principle. In advance, we select the tasks and the material the team is allowed to use. We agree access, licences and any short preparation for participants.
During the session
Most of the time goes to individual work, consultation and checking outputs. The trainer explains only what the task needs, helps with it and reviews the result with the team.
Checking the result and the limits of use
The work includes checking accuracy, handling company data and recognising situations where a person has to decide. Speed only makes sense when the result is usable.
After the session
At the end, we write down the procedures we tested, the rules of use and the steps to put them into everyday work. Any support after the workshop is agreed according to the team’s needs.
Copilot or Claude? Tools follow the task.
Copilot, Claude and other approved tools may be relevant in different situations. The choice depends on the task, available functions, licence, permissions and data rules.
| Task | Often suitable tool |
|---|---|
| An e-mail, a Teams meeting and an overview of agreed tasks |  Microsoft 365 Copilot |
| A spreadsheet, presentation or document from company data the person can access | Microsoft 365 Copilot |
| A long document or contract, a basis for a leadership decision |  Claude |
| An analysis of several sources and a demanding text: an offer, a brief, a strategy | Claude |
| A team working together from the same documents and instructions | Claude |
The table shows common choices, not a fixed split.
Frequently asked questions
Is process mapping a separate service?
Do we have to choose a tool in advance?
Is implementation required after the workshop?
How much does a workshop cost?
Which part of how your company runs do you want to move forward?
We will discuss your goals and recommend the right workshop format.