Understand
Capabilities, limits, data questions and responsible use.
Apply
Exercises based on real management and business situations.
Decide
A short action plan with owners and follow-up.
Discuss the assignment
Contact Marouane Harmach through Consultor with the organisation, decision, participants and expected timing.
What an executive must know, and what they do not
Training designed for a leadership team has a different purpose from technical training. An executive does not need to write perfect prompts or compare models. They need to judge a proposal placed in front of them, spot an unverifiable promise, understand what commits the organisation, and decide what is authorised.
That requires a small number of precise reference points: what a generative system actually produces, why it can be confidently wrong, what happens to the information it is given, what falls under the vendor's responsibility and what remains the organisation's. Those points can be acquired in a few hours of structured work, provided the starting material is concrete situations rather than general statements about technology.
A four-stage progression
The first stage installs shared vocabulary and dismantles the most expensive confusions, particularly between automation, analysis and generation. The second confronts participants with real cases from their own organisation: a customer reply, a summary note, a tender document, a tracking table. Each observes what the tool handles well, what it misses, and what failing to check would cost.
The third stage addresses decision: on what criteria a use is authorised, which information never enters an external tool, who validates what, how to react to an incident. The fourth covers deployment: explaining the change to teams, measuring real effects, and preventing usage from spreading outside any framework.
Working on the organisation's real material
Training built on generic examples produces interest in the room and no trace two weeks later. The working material is therefore supplied by the organisation itself: standard documents, frequent processes, known irritants, sector-specific regulatory constraints.
This has a practical consequence: preparation matters as much as delivery. A preliminary exchange identifies high-volume tasks, sensitive information to protect, and the uncomfortable questions — so that the session handles the real issues rather than the reassuring ones.
Measuring the effect
Satisfaction at the end of a session says almost nothing. Useful indicators are observable in the work: the number of formally authorised uses, the existence of written rules on data, time spent on targeted tasks before and after, the quality of verification performed, and the number of requests raised through an official channel rather than through workarounds.
Those indicators are agreed before the session, with the department concerned. It is the only way to distinguish genuine progress from temporary enthusiasm, and to decide whether the effort deserves extension to other teams.
Frequently asked questions
Is this training for executives or for technical teams?
It targets executives, board members and business leaders who have to decide and frame usage. Technical teams may join depending on the cases addressed, but the content stays oriented towards decision, governance and adoption.
Is prior AI knowledge required?
No. The progression starts from the vocabulary and mechanisms useful for decision-making, then moves to real cases from the organisation. The point is to arbitrate well, not to configure tools.
What happens after the session?
The most useful follow-ups are a prioritised list of use cases, written rules on authorised data, and a review a few weeks later to examine what was attempted. Scope and timing are agreed with the management team.
Train your leadership team
See the in-company executive AI training program in Morocco, including formats, deliverables, and scoping with Consultor.