Three formats
The leadership team workshop. A half day or a full day with an executive or senior team. It starts from a short survey of how the team actually uses AI, read back to them in their own words. Then the team names the processes where judgement is quietly being handed to a tool, and decides which ones it will take back.
The conference workshop. A breakout after the main-stage keynote, usually 45 to 60 minutes with 20 to 30 delegates. It is a working session: people think and do, on their own tasks, past the basics everyone has already heard. We shape it together beforehand around your audience, so the room gets something it could not have read in a newsletter. People bring a laptop or a phone and leave with methods they can use on Monday: the four levels of AI use, keep, share, hand over, and a short test for what to check before trusting an answer.
Rules Before Tools. One day with the executive team before another tool is bought: what the machines may do, who can stop each one, and how the organisation would know if one went wrong. It is set out at AI strategy advice.
How a workshop runs
Before. A briefing call, and usually a short anonymous survey of the people who will be in the room, so the session starts from what they do rather than from a script.
The opening. Their own answers, on screen. Nothing makes a room lean in faster than seeing itself.
The work. People apply the methods to their own tasks, in pairs and small groups, with the hardest examples brought back to the whole room.
The turn. Where judgement has to stay human, named by the group, task by task.
The close. What the group agrees to change, written down before anyone leaves.
After. A short written note for the organiser, and where it helps, a check-in some weeks later on what has actually changed.
Where they have run
An AI leadership workshop in Madrid. A three-hour workshop for a charity starting from nothing, to separate what was safe to speed up from what needed to stay in human hands, followed by check-ins across a year. A short workshop after a survey of fifty people at a company covering Asia-Pacific and India, in which the team named the processes where offloading had gone furthest and then rebuilt them. Each is written up, with what it did not achieve, in the case studies.
Workshops for students and staff in schools and universities run on the same shape; see schools and education.
Keynote, then workshop
Many organisations book a keynote to open an event, then a workshop for the leadership team the following day. The keynote gives everyone the same argument; the workshop is where the people who run the place decide what to do about it. Booked together, the workshop is built from what the keynote room said.
What a workshop is not
It is not tools training. The products change every few months; the judgement about when to use them does not, and that is what the time goes on. Nor is it a vendor demonstration or a prompting course; why prompting alone is weak advice is at why learning to prompt is weak career advice.
The three keynotes, and which one fits
Keynotes run 30 to 90 minutes, in person or virtual. A 30-minute main-stage version of each talk is available for conferences, and the full talk runs 45 to 60 minutes. The sector examples are chosen for each audience, around the same argument. All three, with the showreel, are at keynotes, and the programme copy is at the speaker pack.
Drift versus Design
Drift versus Design: why most organisations hand their judgement to AI without deciding to, and how to design your way through instead.
Most organisations are adopting AI by drift: a thousand reasonable decisions that add up to judgement nobody chose to give away. Rahim Hirji, author of SuperSkills, shows leaders which mode they are running, where AI sharpens judgement and where it weakens it, and hands them the controls.
We Are Superheroes
We Are Superheroes: AI is the suit. The human decides.
AI makes everyone faster, stronger and more capable. It does not decide; people do. Through a family story across four generations and three continents, Rahim Hirji hands the audience the seven human skills that grow more valuable as the tools spread. It is a talk about people first and technology second.
WTH (What the Human)
WTH (What the Human): a live test of a leadership team's own judgement.
Most leadership teams have never seen their own judgement on AI tested. In three acts, Rahim Hirji shows a leadership team what AI is changing in how organisations run, then ends with a live test of the team's own judgement, live and unrehearsed. The answers are the team's own.
