I have done this before. Three examples, from the inside.

I saw that AI in the newsroom kept getting stuck in conversation, while hardly anyone had held the tools in their own hands. So I designed a training programme and delivered it myself: 180 journalists trained in nine months. With material and examples taken from the news work itself, not with generic demos.

What it produced: people who genuinely started using it in their work, and agreements about how you do and do not do this in a newsroom. Those tasks always remain human. But also how to hold an open conversation about it with one another. And people encouraging each other to experiment.

Not equally strong everywhere: some teams picked it up straight away, others did not.

On my own initiative I organised strategy sessions with four business units. Not a technology story, but the question of what AI means for their market and their position. What are the risks, and just as importantly: where are the opportunities? Five sessions, each prepared in depth for the unit in question. I designed the approach and facilitated the sessions together with the head of Data and AI. Always in consultation with someone from the unit itself.

The result differed per unit. Where it landed, there was afterwards a shared picture where there had not been one before.

From within the integration team I prepared the merger of two media companies culturally, together with a colleague, before the structure was in place. Sessions with people from both sides, from the board down to the teams. I facilitated those sessions and advised the board on what I saw happening.

A concrete approach was ready at the moment the Dutch competition authority blocked the merger. That is the honest ending: the work was finished, the merger did not go ahead.