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ABC at Work
Talks and workshops

Help your team make better decisions with AI.

Learn the ABC Model and practise it on decisions your team is making now.

Three ways of working with Amit Srivastava. For a custom session, email hello@abcatwork.org

  1. 01 · KeynoteThe keynote45–60 minutes

    Why AI isn’t working at work

    Companies bought AI licences and people saved time, but company results did not always improve. This talk explains the gap between a fluent AI answer and a business decision. It also shows what leaders can do the next morning.

    ForAll-hands, leadership summits and board retreats · 50 to 2,000 people

    • What 4,454 chief executives reported about AI, and what it does not prove
    • The search box habit, and why agreement from AI is not evidence
    • Assumptions, Biases, Complexity: what each one catches
    • Who approves the decision, and what they must check first
    What your team leaves with

    Everyone leaves knowing the three checks and one question to use on Monday.

  2. 02 · MasterclassThe leadership masterclassHalf a day · 3.5 hours

    Practise the three checks on a current team decision

    Bring a current decision about investment, market entry or pricing. Your team will work on that decision rather than on a case study.

    ForExecutive committees, business unit heads and strategy directors · 15 to 30 people

    • Running the one-minute check, and knowing when it is not enough
    • Writing instructions that ask AI to challenge the plan
    • Working sessions on live pricing, acquisition and automation calls
    • Naming a responsible person, a signal and a review date
    What your team leaves with

    Your team applies the five-step loop and creates a written decision record.

  3. 03 · Working sessionThe private working sessionOne to two days · on site

    Test one important decision before you approve it

    Bring one decision that would be costly to reverse. We use your information and take enough time to test the decision carefully.

    ForDeal teams, product councils and board audit committees · 8 to 12 people

    • A pre-mortem: imagine the plan has failed, then identify the causes
    • Building the strongest case against the plan and assigning responsibility
    • What gets written down, and who reads it when the result arrives
    • Spotting an unexamined assumption while the meeting is still running
    What your team leaves with

    A written record for your decision and a method the team can use again.

Not sure which one?

Tell me which decision your team needs to make. I will suggest the most useful format, or tell you if none of them fits.