From a shared direction to a change in everyday work.
Leadership needs to know where change makes the most sense. Teams need to be able to use the new way of working. We connect both to your company’s actual processes.
Three things we do with you.
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3 hours with leadership Strategic workshop Together with leadership, we clarify where change makes the most sense in the company. DetailsHide details
- Who is in the room
- Owners, CEOs, COOs and heads of the company’s key areas.
- What happens
- We start with leadership’s goals: what the company needs to handle better.
- Using specific situations, we walk through how work actually flows.
- We separate what should stay with people from where connecting systems or automation can help.
- With leadership, we decide what to focus on first.
- What you leave with
- A shared map of the next steps.
Part of the strategic workshop Process mapping During the three hours with leadership, we capture how work in the company really runs. It is not a separate event. DetailsHide details
- Who is in the room
- The same people as at the strategic workshop. Mapping takes place within the same three hours.
- What happens
- We describe who takes over the work and where they get the inputs.
- We note which systems people work in and what they wait for.
- We mark the places where people manually make up for missing connections between systems.
- What you leave with
- A map of the main processes, systems, roles and opportunities for change. For selected processes, a detailed review of data, effort and benefit follows.
8 hours with your team Practical workshop The team learns a new way of working on its own work, not on practice examples. DetailsHide details
- Who is in the room
- A specific department or team whose everyday work is set to change.
- What happens
- We start with a real task of the team and the expected result.
- A short demonstration, then own work and feedback from the trainer.
- Together we check that the result is correct and when a person has to decide.
- At the end, we summarise the approaches the team can keep using.
- What you leave with
- A tested way of working the team can keep using after the workshop.
Three hours with leadership. A shared map of the next steps.
The strategic workshop connects leadership’s goals with how the company actually works. Together we map the main processes, the handovers of work and the places where people make up for missing connections between systems. The output is a map you can use to decide what to focus on next.
- Length
- 3 hours
- Who it is for
- Owners, CEOs, COOs and heads of the company’s key areas.
How we run the strategic workshop
We start with leadership’s goals
What does the company need to handle better? A higher volume of orders, capacity planning, faster processing or less dependence on manual coordination? We clarify which result the change should support.
We walk through how work actually flows
Using specific situations, we describe who takes over the work, where they get the inputs, which systems they work in and what they wait for. Process mapping is part of the workshop.
We separate opportunities and responsibilities
We separate the activities that should stay with people from those where connecting systems or automation can help. We also name the questions that need to be verified before implementation.
We put together a shared map
We capture the main dependencies, constraints and opportunities. Together with leadership, we decide which areas make sense to develop first.
A map you can use to decide on the next step.
The map connects the main processes, the systems in use, the responsible roles and the opportunities for change. You will see where a system can take over repetitive work and where the process first needs to be adjusted or the inputs completed.
The level of detail in the map matches a single three-hour session. For selected processes, a detailed review of data, effort and expected benefit follows.
Eight hours of work on your team’s own tasks.
Participants work on situations they actually deal with: preparing inputs, processing information, checking outputs or handing work over to colleagues. Together we find a way of working they can keep using after the workshop.
- Length
- 8 hours
- Who it is for
- Specific departments and teams whose everyday work is set to change.
What the practical work looks like
Your own task as the starting point
We start with a specific assignment and the expected result. That way participants see where the new approach helps them and what they still need to check themselves.
Short demonstration, own work, feedback
We use the flipped classroom principle: the focus of the session is on the participants’ own work. The trainer explains the approach needed, helps with the task and reviews the result together with the team.
Checking the result and the limits of use
The work includes checking accuracy, handling company data and recognising situations where a person has to decide. Speed only makes sense when the result is usable.
Carrying it into the everyday
At the end, we summarise the approaches we tried, their limits and how the team can use them further.
Copilot or Claude? It depends on what the person is working on.
We train teams to work with both tools in their business versions. The question is not which one is better. It is when each one makes sense.
Microsoft 365 Copilot
When the work happens in Outlook, Teams, Word or Excel and needs company data.
An assistant built into the applications the company already uses.
How it works in a team
- It works with company data within the user’s permissions. It sees only what that person can see.
- In Teams, it summarises a meeting and prepares an overview of the agreed tasks.
- Business data is not used to train the models Copilot runs on.
Claude
When it is a long document, an analysis or a demanding text that the whole team works on.
An assistant from Anthropic, strong with long documents, analyses and demanding texts.
How it works in a team
- Shared Projects: the team keeps common documents and instructions there and works from the same context.
- The company manages users centrally, in one place.
- On business plans, conversations are not used for model training by default.
| Task | Tool |
|---|---|
| An e-mail, a Teams meeting and an overview of agreed tasks | Microsoft 365 Copilot |
| A spreadsheet, presentation or document from company data the person can access | Microsoft 365 Copilot |
| A long document or contract, a basis for a leadership decision | Claude |
| An analysis of several sources and a demanding text: an offer, a brief, a strategy | Claude |
| A team working together from the same documents and instructions | Claude |
The two often complement each other: Copilot finds and summarises what is already in the company, Claude helps with deeper analysis and writing. We choose the tool by role and task, not by licence, and on the practical workshop people use it on their own real tasks. ENTER is a Microsoft Solutions Partner.
Frequently asked questions
Is process mapping a separate workshop?
Do we need to know in advance what solution we want?
What happens after the workshop?
Which part of how your company runs do you want to move forward?
We will discuss your goals and recommend the right workshop format.