Who Should Attend
Two frameworks anchor everything in this program.
AI Adoption vs. AI Transformation
Most organizations pursue adoption: adding AI tools to existing processes, IT-led, focused on short-term efficiency. Transformation is different: reimagining how work gets done, HR- and business-led in partnership, focused on sustainable capability. Knowing which one your organization is actually doing determines everything else.
The AI Transformation Iceberg:
What organizations see is the 20% above the waterline: tools, dashboards, automated processes, ROI metrics. What determines whether transformation succeeds or fails is the 80% below it: culture, workforce fear, leadership capability, change management, ethics, skills, politics, and data quality.
Most investment goes into the visible 20%. Most leverage sits in the invisible 80%.
Why This Program Exists
Most AI initiatives don't fail because of the technology.
RAND Corporation's landmark study of 65 experienced data scientists and engineers found that more than 80% of AI projects never reach meaningful production, roughly double the failure rate of comparable non-AI IT projects. The leading cause, cited more often than any other: leadership set the project on the wrong path from the start.
Prosci's research across more than 1,100 professionals found that 56–64% of AI adoption challenges are people-centered, not technical.
McKinsey's research puts the transformation failure rate at roughly 70%, and found that organizations activating full leadership engagement are nearly 8x more likely to succeed.
The pattern is consistent across every major study of AI transformation: the technology is rarely the constraint. Leadership, culture, and readiness are.
This program is built for the people accountable for closing that gap.
The Maven Approach
This program is built for:
CEOs and C-Suite leaders setting the direction and pace of AI transformation;
Business Unit and Function Heads accountable for AI adoption within their teams;
Directors and VPs across Finance, Operations, Marketing, Technology, and HR;
Strategic Planners and Transformation Leads designing the organization's AI roadmap;
Anyone who will be expected to make, defend, or implement an AI-related decision in the next 12 months
This is not a technical AI course, and it is not a course about any single function. It is built for the people who have to lead through the human and organizational side of AI change, regardless of which department they sit in.
Full Curriculum
Day 1 — Mind: Strategic Thinking & Analysis
The AI Transformation Landscape: What separates AI adoption from AI transformation. The top reasons AI transformations fail. Real case comparisons of organizations that succeeded and failed at the same challenge.
Organisational Readiness Assessment: A comprehensive 8-dimension diagnostic, Leadership & Vision, Strategic Alignment, Data & Infrastructure, Capabilities & Skills, Culture & Mindset, Change Management Capacity, Governance & Ethics, and Financial Resources. You leave with an honest, evidence-based readiness profile for your own organization, plus a stakeholder map and force-field analysis.
Understanding & Addressing the Fear of Becoming Obsolete: The psychological drivers behind workforce resistance to AI, who feels it most acutely and why, the real business cost of leaving it unaddressed, and a structured, multi-part response model for handling it, including live practice with difficult conversations.
Day 2 — Heart: Trust, Engagement & Buy-In
Strategic Change Management Frameworks for AI: Why traditional change models fall short for AI specifically, and a purpose-built framework designed for continuous, non-linear change. You leave with a 12–18 month transformation roadmap for your own organization, plus a structured method for selecting your first pilot use case.
Stakeholder Management & Communication Strategy: Mapping your full stakeholder ecosystem by power and interest. Crafting messages tailored to the C-suite, managers, employees, IT, and legal/compliance, because one message fits nobody. Building a communication cascade that reaches every level within 48 hours of a major announcement.
Building an AI-Ready Culture: Six cultural dimensions that determine AI readiness. The four levers available to shape culture (you cannot mandate it).
Managing Resistance & Difficult Conversations: Five distinct resistor types and the specific strategy each one requires. A structured method for prioritizing where to focus your energy. A five-step framework for the conversations most leaders avoid, the ones that matter most.
Day 3 — Soul: Courage, Commitment & Continuous Improvement
Upskilling & Reskilling at Scale: A three-tier skills model mapped to what percentage of your workforce actually needs each level. Designing a learning ecosystem, not just a training calendar. Building an internal champions network that scales adoption without scaling headcount.
AI Governance & Ethical Leadership: Why governance is now a regulatory requirement, not a choice. A five-pillar governance framework covering structure, principles, process, policy, and performance. Building an AI ethics board with the real authority to say no.
Measuring Transformation Success: A four-category measurement framework, because adoption rate alone tells you almost nothing. Calculating a real, defensible ROI. Tailoring what you report to the CEO, the CFO, the leadership team, and employees.
Personal Action Planning & Implementation Readiness: Building your own specific, dated 90-day plan across three phases: foundation, momentum, and acceleration. Peer review of your plan before you leave the room because a plan that hasn't been challenged hasn't been tested.
What You Walk Away With
A complete organisational readiness assessment, with evidence
A 12–18-month transformation roadmap specific to your organization
A stakeholder communication strategy and culture-change plan
An AI governance framework, including ethics board design
A dated, peer-reviewed 90-day implementation plan
A certificate of completion
Frequently Asked Questions
What's included in the program fee? [To be confirmed — typically includes materials, refreshments, and certificate]
What happens if I can't attend all three days? [To be confirmed — recommend a clear policy before publishing, since none is currently defined]
Can my organization send a group? [To be confirmed — group/corporate booking terms not yet defined]
Is this program certified or accredited? Participants receive a Maven Learning Certificate of Completion. [Confirm whether any external accreditation applies before publishing this claim]
What language is the program delivered in? [To be confirmed for this specific cohort — Maven typically delivers in Arabic with English materials; confirm which applies here]
Is this a technical AI course? No. This program addresses the leadership, cultural, and organizational readiness required for AI transformation — not the technical mechanics of AI itself.
Ihab Nassef
Founder of Maven Learning
Strategic Talent Management & Leadership Development Consultant
Experience
Ihab Nassef is a distinguished global HR strategist and Group Talent Manager at a multinational firm within the medical services sector.
He spearheads talent strategy for over 3,000 employees across the EMEA and APAC regions.
With more than 18 years of experience, Ihab has crafted leadership academies, competency frameworks, and talent ecosystems that yield significant results.
As an ICF Certified Coach (ACC) and a CIPD Practitioner, he has collaborated with renowned organizations like AlAraby Group, Midea, IKEA, P&G , Misr Takaful, and SEDCO Holding.
Recognized for his clarity, cultural intelligence, and consultative approach, Ihab excels in transforming organizations by harmonizing people, culture, and business objectives.
Certifications
Meet The Facilitators
Hazem Hassanin
Founder and CEO of Consulting Bay; Strategic Consulting Services
Digital Transformation Strategy - MBA Instructor at AASTMT
Experience
Hazem has led many governmental & private sector transformational projects in MENA region. He is currently a Strategy, Organizational Development, Culture, & Human Capital Freelance Consultant.
The former Chairman of Consulting Bay S.A.E (Egypt‐based Management Consulting Corporation), the former CEO of Global Innovations Company – GIC gic.net.kw (a fully‐owned second subsidiary of Kuwait Investment Authority ‐ KIA kia.gov.kw through National Technology Enterprises Co. – NTEC ntec.com.kw), the former Group HR Director of Al‐Hajery Group (3500 employee‐force conglomerate group) hajery.com
Besides his 10 years of professional Consulting & Human Capital experience in Egypt with Deloitte, Mercedes (EGA), and Daewoo Motors Egypt.
Certifications
Ready to Transform...
Based in Cairo, Egypt, Serving MENA Region
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