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AI Transformation
Everyone is talking about AI. Everyone is doing their own thing. How do we set this up wisely?
MLI combines strategic perspective, technical judgment, and leadership expertise. This helps leadership teams prioritize the most important areas of value creation and structure their AI transformation.
Our promise
The AI shift confronts leadership with three risks: making the wrong decisions at the start, waiting too long, or creating chaos through rushed action.
AI is changing business models and organizations. It calls for a fundamentally new approach that brings rapid technological development into line with people’s capacity for change.
Neutral expertise from outside: MLI quickly and effectively gives leadership teams an objective strategic perspective, a technological overview and a value-oriented, systematic approach.
Getting into action fast and systematically: In a workshop we clarify the levers of success for your company and support leadership teams in setting up and throughout the AI transformation.
What it is about
Many companies have long had assistants, pilots and platforms in place. But activity alone does not create impact. Quite the opposite: quickly generated AI documents can paralyze collaboration, because the attention of the people who have to read them is limited.
Business impact with AI means:
The entry point
What. A compact workshop for your management team — top management and selected key people.
With whom. MLI experts who, as neutral sparring partners, cover all relevant aspects — strategy and leadership, AI architecture, AI strategy. Experience meets experience, business expertise meets transformation know-how.
What for. The right moment for a common thread to emerge — more than that: clarity and structure. At the end there are decisions rather than declarations of intent; what comes next follows from them.
Send us an e-mail — you will receive a proposed date and the preparation materials.
The agenda · an example
We adapt the agenda to your situation — the stocktaking stays.
On request
MLI has proven expertise in making the best use of the experiential knowledge of large groups. If you want to develop a shared AI target picture with employees or all your leaders, this offering could be the right one.
An activation format for up to 100 people with facilitated groups, design-thinking methods and an aggregated stocktaking. The fee depends on group size and facilitation design.
Request the Future WorkshopWhat you should clarify at the start of the AI transformation:
Why it matters
If you disagree, we are glad to argue the point. Provided you really want to move something.
Those who do not lead AI will be led by it. The technology is developing so fast that companies without AI practice quickly fall behind. Or they rely on external vendors without a decision compass of their own.
In the past, people shone through knowledge. Today, AI knows almost everything. What counts is practical experience. An AI transformation has to treat AI like an intelligent new colleague with whom you quickly and practically try out working together.
AI agents can scale the capabilities of employees many times over. But they have to be led. Someone must take responsibility for what they do. And they should create measurable value.
The expert team
Three perspectives that should not come from providers with vested interests.
Managing Partner of MLI, twenty years of management consulting and executive coaching, more than 60 strategic transformations accompanied; co-founder of the Zukunftsallianz Mensch & KI, an alliance on humans and AI. In the mandate: leads the process, facilitates the leadership team and is responsible for the execution rhythm.
Waiting is not a neutral position. Those who do not lead will be led.
Principal Enterprise Architect Data & AI at Porsche AG, where he is responsible for building the group-wide GenAI platform for some 60,000 employees; PhD in computer science (TU Darmstadt), more than 30 patents. In the mandate: examines questions of architecture, data and governance and makes effort estimates realistic.
You swap models in days. Your terms, processes and rules — not so.
Founder and CEO of the AI Strategy Institute, Faculty Member for GenAI at Boston Consulting Group, lecturer at the Technical University of Munich; author of AI Native (Hanser). In the mandate: assesses use cases by business benefit and brings market comparison into prioritization.
Whoever instructs an AI is also responsible for what comes out of it.
The evidence
Real project examples.
How we measured. 1. From the decision to implement the business model AI-natively to its implementation. 2. SaaS example: time to market measures the span from the strategy-relevant requirement to availability for customers — here: product features of a software company.
Client voices
With Sebastian Morgner and MLI we worked out the opportunities and risks of artificial intelligence for our business model. It was a perfect mix of structure and inspiration, and we discovered new possibilities.
At the end of the workshop, our management team shared a common picture of how to use AI, prioritized use cases and a clear plan to anchor and implement the topic systematically.
In the last two years our company has more than tripled. An essential part of that was working with MLI. The structured approach with OKRs was a real game changer for us as a management team.
What sets Sebastian Morgner apart: his questions get to the root of every challenge. He has made an important contribution to our development.
For us as a management team, Sebastian Morgner is like a highly competent, benevolent friend who accompanies us on our transformation. Working together helps us respond quickly to changes in our environment and maximize our impact as top management.
Evidence from practice
Procurement platform, mechanical engineering
Objective: From AI roadmap to AI-native business model. Europe’s leading procurement platform for mechanical engineering wanted to assess the opportunities and risks of AI for its business model. There were many ideas but no shared target picture and no prioritization.
Approach: AI compass stocktaking, one-day Future Workshop with the management team, prioritization with the AI Utilization Matrix, AI roadmap with responsibilities.
Result: on this basis, Techpilot went on to implement its business model AI-natively within twelve months and opened up a new market: increasingly automated procurement processes.
For decision-makers: AI can open an existing business model to new customer groups — beyond pure process automation.
SaaS provider, social media
Objective: Recognizing the potential of artificial intelligence early. One of the three market leaders for social media software in the DACH region recognized early that technological progress requires a fast and flexible transformation.
Approach: As early as 2019: development of an AI product vision with stakeholders and customers. Continuous market and SWOT analysis with the management team. Shaping the company’s development through three-month strategy sprints that take the transformation aspects into account.
Result: deliberate development into a hybrid company with employees in 14 countries. Adaptation of the product and the organization, above all product and development process, to the requirements of AI. Delivery of the strategic plan with 20% annual growth despite various crises and market disruptions.
For decision-makers: in fast-changing markets it is essential that management regularly steps back to a bird’s-eye view and re-examines and redefines the current levers of success.
Financial services company
Objective: Realignment through AI. An established financial company is moving its legacy core system to a new, AI-enabled platform to reduce administrative costs and open up new market potential.
Approach: Establishing an AI transformation mechanism to lead a complex large-scale project with several hundred participants. Clarifying roles, value creation and the roll-out process to accelerate velocity. Developing a shared target picture for using strategic potential.
Result: a shared target picture in the leadership team regarding strategic options and direction. Less time for coordination, reporting and escalations — measurably more time for implementing market-relevant features. Higher velocity.
What we do
From the framework to the reimagined organization — in the order that has proven itself in practice.
MLI takes responsibility for the process of deriving strategic use cases and for facilitating and designing the execution mechanism. Technical implementation is delivered by your internal teams or specialized implementation partners. If needed, we help clarify requirements and select suitable partners, and receive no commission for doing so.
Who it is for
The entry point pays off in a particular situation — we would rather say so before than after.
A good fit
Not such a good fit
The next step
30 minutes
A first meeting, an exchange about your needs, not a sales pitch. Choose a time directly in the calendar, with no intermediate step and at no cost.
Choose a timeFive fields
Describe your topic briefly: one or two sentences are enough. We reply within two business days.
Prefer to talk? +49 8807 244446-0
PDF · 21 pages
Methodology, survey instrument, reference architectures, fee models and network profiles — for forwarding internally when an initiative still needs to be justified.
Download the dossierWorkbook · free of charge
Where do you stand in the AI transformation?Take stock across eight fields of action, assessed on the verifiable current state, not on intentions.
Questions and answers
Five short answers. In more depth, gladly, in conversation.
The AI Leadership Compass is a structured instrument for reflection and dialogue in leadership teams, giving a complete picture of where the AI transformation stands. It covers eight relevant fields of action and 48 statements. Key people assess these against the verifiable state of the past six months — first alone, then in comparison across the team, where the divergence matters, not the average. It is not a validated diagnostic test and not a maturity model, but a strategic instrument for recognizing the levers of a successful AI transformation.
The conditions for AI transformation are changing rapidly right now. You cannot formulate a long-term strategy; you need clear principles and continuous iteration to meet this challenge. The AI Course Setting is a strategic pit stop in which a leadership team systematically assesses the relevant levers and decides which next steps create the greatest value for the company.
What helps here is the discussion with experts who have an overview of current technological developments and of what has worked in other companies and organizations. The distance between a strategic decision and demonstrable activity is regularly the real subject.
MLI sells no software, no licenses and no implementation, and receives no commission when we help select implementation partners. That is why we can also advise against an investment. In MLI mandates, our experts work exclusively in an advisory role; should a recommendation touch on the interests of anyone involved, we disclose it on our own initiative before a decision is made.
The AI Course Setting costs a flat €9,500 — for two MLI experts, preparation, delivery and documentation of results, plus VAT and, where applicable, travel expenses; we charge none in the Greater Munich area. The AI Future Workshop for the entire leadership level is quoted according to group size and facilitation design. What comes next is your decision: a follow-on mandate is neither a condition nor the purpose of the session.
We treat co-determination as a prerequisite, not an obstacle: employees and their works councils belong at the table early, otherwise the transformation tips over later. Four statements in the compass concern minimum requirements such as an inventory of applications, named responsibility and shutdown procedures — we read them individually, not as an average. This does not replace a legal or data protection review; the reference to the AI Act is a pointer, not legal advice.
That depends on the context and the starting conditions. In our work, this sequence has proven itself: first, define the ambition, that is, top management’s acceptance criteria; second, open the learning journey, so that all employees read the effort as an opportunity; third, a Big Think Day at which the strategically most important use cases are prioritized; fourth, mission-driven teams that pilot these cases, released from other duties; fifth, a sprint rhythm on a quarterly or four-monthly cycle; sixth, bundle the knowledge into AI identities, that is, assistants for each area; seventh, rethink the organization, with new task profiles and led agents.
The Leadership Insights article From intent to impact describes this in detail.
More of what we offer
Strategy Activation
Align key people, introduce an execution rhythm, hand over internally.
Coaching
Support for board members, managing directors and key people, individually or as a contingent.
Leadership Development
Programs for entire leadership populations, 6–18 months, embedded in the work.