Practise the three checks on real decisions.
From a one-hour keynote to a two-day working session, every format teaches Assumptions, Biases and Complexity. The longer ones work directly on a question your team faces now.
Three formats
One hour, half a day, or two.
The more time you give it, the closer the work gets to your own decision. Each format ends with something written down that the team can use again.
45–60 minutes
The keynote
Why AI isn’t working at work
Companies bought AI licences and people saved time, but the results did not always improve. This talk explains why, and what leaders can do the next morning.
For: All-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
The team leaves with: The three checks, and one question to use on Monday.
Half a day · 3.5 hours
The leadership masterclass
One live decision, worked on together
Bring something your team is deciding now, about investment, market entry or pricing. The session works on it, not on a case study.
For: Executive 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
- Work on live pricing, acquisition and automation decisions
- Naming a responsible person, a signal and a review date
The team leaves with: A written decision record, built with the six-step loop.
One to two days · on site
The private working session
Test one important decision before you approve it
Bring a choice that would be costly to reverse. We use your own information and take the time to examine it carefully.
For: Deal 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
The team leaves with: A written record of the decision, and a method the team can reuse.
Not sure which one?
Tell Amit about the choice your team faces. He will suggest the most useful format, or say plainly if none of them fits.