Goal: To collaboratively brainstorm, evaluate, and prioritize potential Generative AI use cases that can deliver tangible business value (e.g., improve efficiency, enhance customer experience, support decision-making) within a specific business area, while considering feasibility and employee impact.

Participants: Department heads, team leaders, subject matter experts/end-users from the target department, IT strategists, HR business partners.

Activities: Mapping current workflows and pain points, brainstorming potential GenAI applications (e.g., content generation, data analysis, task automation), assessing potential benefits vs. risks/challenges (including impact on roles), using a framework to score and prioritize the most promising use cases.

Outcome: A validated and prioritized list of potential GenAI pilot projects, aligned with business needs and supported by the people who understand the processes, ready for further exploration or business case development.

Goal: To define clear principles, expectations, and best practices for effective and inclusive collaboration in a hybrid work environment, ensuring digital tools support team cohesion and productivity regardless of location.

Participants: Team managers, employee representatives (both office-based and remote), HR, IT (collaboration tools specialist), Internal Communications.

Activities: Discussing current hybrid work challenges (e.g., meeting equity, communication flow, information accessibility), brainstorming solutions, defining core collaboration principles (e.g., meeting etiquette for hybrid, preferred communication channels for different tasks, expectations around availability/responsiveness), drafting team agreements or a company-wide charter.

Outcome: A practical collaboration charter or set of team agreements, co-created by employees, leading to clearer expectations, reduced friction, improved inclusivity, and more effective use of the modern digital workplace tools in a hybrid setting.

Goal: To proactively assess how upcoming GenAI implementations might augment or change specific job roles, identify potential skill gaps, and brainstorm strategies for employee upskilling, reskilling, and change management.

Participants: HR leaders, Learning & Development specialists, managers from affected departments, employee representatives, IT/GenAI project leads.

Activities: Reviewing planned GenAI tool implementations, analyzing specific tasks within key roles that might be impacted (augmented, automated), identifying new skills required (e.g., prompt engineering, critical evaluation of AI output, data literacy), brainstorming training approaches and support mechanisms.

Outcome: An initial assessment of GenAI's impact on roles, identification of future skill requirements, and foundational ideas for a people-centric change management and L&D strategy to support the workforce through the transition.

Goal: To understand the current challenges employees face when searching for information across various digital workplace tools and collaboratively design improvements to make finding knowledge easier, faster, and less frustrating.

Participants: Representatives from various departments (end-users), IT (search/platform specialists), Knowledge Management team, Internal Communications, HR (especially onboarding).

Activities: Mapping the employee journey for common information-seeking tasks, identifying pain points and tool fragmentation using personas, brainstorming solutions (e.g., improving search configuration, defining content tagging standards, clarifying where information should live, potential for AI-powered search), prioritizing actionable improvements.

Outcome: A clearer understanding of employee frustrations regarding information access, a set of prioritized, actionable improvements for the digital workplace (technical and process-based), leading to increased productivity and reduced employee friction.