Your company has rolled out AI.
So why has so little changed in how people lead, decide and work?
Licences are live. Pilots have run. Agents are being built.
MIT found that 95% of enterprise generative AI pilots produced no measurable
impact on the P&L. The technology mostly worked. What did not change was behaviour.
That gap is a leadership challenge, not a technology problem.
95%
of enterprise generative AI pilots produced no
measurable P&L impact
MIT, 2025
What it is
Leading AI Adoption brings together four to six non-competing teams, for four (face-to-face) days across two modules.
It is not an AI upskilling course. Participants don't leave writing better prompts. They leave leading differently.
World-class research and
faculty expertise on building
a genuine AI advantage.
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Action- based leadership development that turns insight into behaviour.
The consortium
Peer learning between
non-competing organisations tackling the same challenge from different industries.
What changes
Agency
Leaders decide how AI expands their role and their team, rather than being swept along by it.
Clarity
Knowing when to trust AI output, and when human judgement has to lead.
Confidence
Restored trust in their own expertise and critical
thinking.
Ways of working
AI operationalised into daily work, improving the speed and quality of decisions.
Capability
Lasting transformation capability, and sunk AI spend turned into value.
People
Looking after the teams now working alongside AI
agents.
Who is it for
Cross-functional teams of four to six mid-to-senior leaders who own outcomes and manage people. For example (but not limited to): function and business-unit heads across operations, marketing, sales, service, HR and finance, plus a transformation lead and one or two rising talents.
AI-curious, not AI-expert. Not built for data scientists, and not a prompt-engineering bootcamp.
How it runs
FORMAT
KICK-OFF
MODULE 1
MODULE 2
TEAM SIZE
COHORT
STEERING GROUP
INVESTMENT
Four days face-to-face across two modules, with practical work in between
November 2026
Helsinki, November 2026
Stockholm, spring 2027
Four to six
Typically four to five non-competing organisations, four to six teams in total. Minimum two organisations, and an organisation may send more than one team.
A seat for every participating organisation, shaping content and cases
From €24,500 per team. Covers training and all learning materials; conference packages charged separately per person.
Why a Consortium
Four to five non-competing multinationals, facing the same problem from different angles.
The fastest way to find out what you are getting wrong is to hear how a company in another industry got it right. Non-competing by design means there is no commercial risk in being honest, which is what makes those conversations useful rather than polite.
Teams leave with an outside-in view of their own assumptions, cross-industry benchmarking they cannot get from a supplier, and a peer network that tends to outlast the programme itself. Each organisation also takes a steering-group seat, shaping the content and cases around challenges it actually recognises.
Academic rigour and behaviour change are usually bought separately. This programme exists because neither one works alone.
Aalto University Executive Education
World-class multidisciplinary faculty and triple-crown accreditation, held by roughly the top 1% of business schools worldwide, with a consistent Financial Times ranking among the world's leading executive education providers.
Its faculty research how organisations build an AI advantage that competitors cannot simply buy, since everyone has access to the same models.
Edward Lynx
30 years of action-based leadership development, delivered across the globe.
The part where behaviour actually changes: leaders practise on their own organisation's real, recognised challenges, rather than discussing someone else's case study.