The core programme
This is not a menu of standalone courses. It is a sequence with a logic of its own, in which each module prepares the ground for the next and delivers an artefact the organisation can use, defend internally and audit later.
From the book Agentic Digital Government
The exponential manager is still formed by exception, in practice, with few institutional spaces dedicated specifically to their development.
Fernando MitkiewiczRead about the book
How to commission
The organisation does not have to commission all nine modules at once. It has to know, when commissioning the first, which impact it is buying and what the route there looks like.
Scope is defined as a chain of stages: every module has its own deliverable and can be stopped without the previous one losing value. What we do not do is sell a standalone module without saying where it fits, because that is exactly how training programmes become a line in a report with no consequence.
Recommended entry point
The AI X-Ray, to establish a baseline before any decision.
Flagship
The Exponential Manager, which trains the CPPO, the chief public policy officer.
External evidence
30% → 80%
Boston Consulting GroupFlipping the Odds of Digital Transformation Successis the jump in the success rate of digital transformations when six factors are in place at once, among them an integrated strategy, leadership commitment and agile governance.
The factors reinforce each other when they act together. That is why the programme is a sequence, not a menu of standalone courses.
Module 01 · Core team
A shared view inside the transformation core
Almost every public organisation has capable people looking after innovation, technology, strategy, people and communications. Each holds a reading that is correct and partial. Capability is not what is missing: a shared language is. While the core does not speak the same language, transformation advances through isolated initiatives competing for the same budget and the same slot in the leader's diary.
Content
Deliverables
Result
An integrated view of transformation as an organisational movement, not only as a technology agenda.
Module 02 · Culture
Digital Day, Innovation Day or whatever format suits the organisation
Every organisation has people who have already started. Someone automated a spreadsheet, built an assistant, redesigned a form. That work tends to stay invisible, while the rest of the house waits for transformation to be announced. Everett Rogers' theory of the diffusion of innovations shows that early adopters exercise opinion leadership: when what they do becomes visible, the majority gains a reference point for joining in. Giving this group a voice is part of the path to adoption.
Content
Deliverables
Result
Those who were already doing the work gain visibility, and transformation acquires a face, a name and a visible example inside the house.
Module 03 · Leadership
Training the CPPO, the chief public policy officer
Organisations tend to ask only their technology area for digital transformation. But digital transformation is a repositioning of the business, and the business does not sit only in technology: it also sits with whoever shapes the public policy and whoever delivers the service. As long as the policy leader asks for a system instead of a result, technology will struggle to deliver transformation on its own.
Content
Deliverables
Result
The leader starts demanding value. Technology starts receiving a problem instead of a specification.
Module 04 · Delivery
From the problem to a validated prototype
The costliest waste in the public sector is not the system that runs late. It is the system that arrives on time and nobody uses, because the problem was declared by one person and validated by none. Testing first costs days. Finding out later costs years of contract.
Content
Deliverables
Result
The organisation learns to fail cheaply and early, in a workshop, rather than expensively and late, in a contract.
Module 05 · Planning
The strategic direction and the plan the institution signs
There are well-written technology plans that nobody in the policy area recognises as their own. And there are ambitious institutional plans with no digital counterpart at all. The two documents coexist, each satisfying a requirement, and the organisation carries on without a shared direction.
Content
Deliverables
Result
A digital plan the policy area recognises as its own and that oversight accepts as formal.
Module 06 · Innovation
Use cases, ethics and risk governance
AI adoption in the public sector usually begins at the end: a tool is bought before a corporate model, a usage policy or data governance exists. The result is informal use outside the institutional perimeter, sensitive data travelling where it should not, and no metric with which to defend the investment.
Content
Deliverables
Result
The institution leaves knowing what to buy, what not to buy and what must exist before buying anything.
Module 07 · Governance
Living governance, not another layer
A committee that only ratifies what has already been decided governs nothing. And an initiative with no prioritising body multiplies until it consumes the whole delivery capacity without moving a single indicator. The problem is almost never the absence of a committee. It is a committee without criteria and without consequence.
Content
Deliverables
Result
Strategic clarity, reduced risk in AI adoption and institutional room to correct the course.
Module 08 · Scale
Digital and AI literacy at scale
Training the core and the leadership settles the direction. It does not settle daily execution. The people who serve, analyse and operate need the same vocabulary, otherwise the change approved in committee arrives distorted at the front line.
Content
Deliverables
Result
A common language installed at scale, with evidence of reach for accountability purposes.
Module 09 · Continuity
Where knowledge becomes operational capability
The participant leaves the programme with their head turned. The next day they return to an organisation that still thinks the old way. Without follow-through the seed does not take: within ninety days the previous behaviour returns and the investment in training becomes a line in a report.
Content
Deliverables
Result
Mentoring turns theoretical knowledge into installed operational capability.
Send us the context. We reply with a reading of what usually sits behind that symptom, and with the sequence that would make sense for your organisation.