AI Training
When a CAIO funds AI training, that is the story
Telstra, NAB, and the first 120 days of a new digital appointment: programmes, hiring clusters, and the two-day sprint that beats a capability map.
The S-Curve·
// Market
Digital transformation without the slideware
Digital transformation strategy is useful when it names the system you will stop using.
Digital transformation got fat. It absorbed agile, cloud, customer experience, data, AI and a thousand status reports. Then it stopped meaning anything. Leaders still have to run it. That is the job this hub is for.
A digital transformation strategy is useful when it names the system you will stop using. Not the system you will buy. The one you will switch off. If you cannot point at a retirement, you are stacking. Stacking is how you get two processes, two teams and a reconciliation meeting that exists only because nobody killed the first way.
I have seen programmes called "digital" that were a website refresh. I have seen quiet operations changes that never used the word and actually moved a P&L. We cover the second kind. The first kind already has enough LinkedIn.
Strategy, consulting and the seam
Digital transformation consulting is not automatically a scam. It becomes one when the artefact is a roadmap nobody can execute. Insight is allowed. Fake service spam is not. If a firm cannot sit in the room where the work happens, they are selling a PDF.
Training usually needs to come first. Teams that cannot run a two-day sprint will not implement a three-year plan. That is not anti-consultant. That is sequence. Teach the people who have to live with the change. Then buy the advice you still need.
The seam is where transformation is real. A customer still waits. A case still bounces. A lawyer still re-keys. Customer experience work that operators will use, design thinking that survives a board pack, agile after the framework wars: those are the skills. Digital without them is a vendor list.
Australia, Singapore, Hong Kong, the UK, the US, Canada, New Zealand: the annual-report language is converging. "AI-enabled." "Customer-centric." "Agile delivery." The tenders are not identical. A UK agency buying design thinking is not the same brief as a Singapore bank staffing AI-for-teams. We keep the geos honest. Digital transformation Australia is not a vibe. It is a set of programmes, appointments and procurement notices.
What actually changes
A new digital appointment in the first 120 days is a tell. CAIO, CDO, CHRO with an AI literacy mandate, L&D buying enablement. We treat those as stories, not as proof that "the industry is transforming." One bank hired. Write that.
Public-sector work is the same test with worse PowerPoint. Agencies do not need a lab. They need permission, a metric and a 90-day window. If your transformation office cannot grant those three, it is a reporting line.
Legal is a good stress test. If a top-tier practice can change an unglamorous seam, your bank can too. Product thinking in professional services is digital transformation with fewer drones in the keynote.
Collective Campus still trains the skills that make this residue possible. One link. We are a newsroom powered by that studio, not a brochure that pretends otherwise.
What we publish here
When a CAIO funds AI training sits on this hub because the appointment is a digital bet. Public sector design thinking without the theatre is the agency version. Legal services need product managers is the professional-services version.
The corporate innovation field guide is the anti-playbook for the programme office. Allens and AGL are cases where the work was specific enough to steal.
If you are holding a transformation pack this month, cut it until it names a retirement. Then read corporate innovation and AI transformation. The slides will get shorter. The work will get clearer.
Consulting still has a place when the organisation cannot see its own seams. An outsider can say the payment journey is broken without getting fired. That is insight. What is not insight is a 180-page target operating model with no owner for page 12. If you hire a firm, hire them to sit with the operators for a week and leave a list of retirements. If they will not do that, you hired a printer.
Digital transformation in Australia is often a programme name sitting on top of a core-system replacement that was going to happen anyway. Singapore and Hong Kong add a talent-and-training layer. The UK adds tenders. The US and Canada add vendor gravity. Write the local layer. Do not paste a McKinsey paragraph over all seven markets and call it coverage.
What we have written
Design Thinking
Public sector design thinking without the theatre
Agencies do not need a lab. They need permission, a metric, and a 90-day window.
The S-Curve·
Customer Experience
Legal services need product managers
Partners already run a portfolio. Naming it as product work changes the operating rhythm clients actually feel.
The S-Curve·
AI Training
CelcomDigi is asking Huawei to co-design how its people learn
A three-year memorandum in Petaling Jaya. Pathways in AI, data, 5G and cloud, and certifications at associate, professional and expert level. Albern Murty says advantage follows learning faster than the pace of change. Azmi Ujang, the chief human resources officer, was in the room.
The S-Curve·
AI Design Sprints
Singapore is measuring its AI training by what officers change, not courses finished
The Institute of Digital Government wants 150,000 public officers equipped by 2028, and it will judge itself on application and lasting workflow change. More than 1,000 officers have already been through its AI Sprints.
The S-Curve··
Agile
Canva is reshaping a fifth of its roles to get back to small, empowered teams
Melanie Perkins calls it the hardest moment in the company's 13 years. The restructure affects 1,271 roles, makes Sydney the home of product and says AI is shaping the products, not doing the work of those who leave.
The S-Curve··
AI Training
Go1 is putting OpenAI Academy courses inside the corporate learning catalogue
The partnership puts OpenAI's own training in front of the 10,000 organisations already buying through Go1. Access gets easier. Deciding which work changes is still the organisation's job.
The S-Curve··
Productivity & Time Management
Why Your AI Program Isn't Delivering Business Outcomes
Most work in large organisations is a waste of time, and AI just makes us faster at it. Redesign the work before bolting AI on top of it.
Steve Glaveski·
Field guides
Work in the room
Service design inside a top-tier legal practice
Workshops with Allens / Linklaters on the unglamorous seams clients actually feel.
The S-Curve · Mar 9
AGL: experiments inside a listed energy company
AGL Energy Ltd is an Australian listed public company involved in the generation and retailing of electricity and gas.
The S-Curve · May 20
Questions leaders actually ask
- What is digital transformation strategy in a large organisation?
- A choice about which processes get a new operating rhythm, which get retired and who owns the seam. Consulting decks are optional. The seam is not.
- How is digital transformation different from buying software?
- Software is a purchase order. Transformation is what happens to the work after the licence lands. If the old process survives beside the new tool, you bought a second job.
- Does digital transformation in Australia look different to Singapore or Hong Kong?
- The theatre is global. The tenders, hiring clusters and programme language are local. We cover AU, NZ, HK, SG, the US, the UK and Canada because those are the rooms Collective Campus actually sits in.
- Should digital transformation consulting come before training?
- Usually the other way around. Teams that cannot run a two-day sprint will not implement a three-year roadmap. Train the people who have to live with the change, then buy the advice you still need.