The problem
Most organisations have bought the tools. Copilot licences, ChatGPT Teams accounts nobody uses them at scale.
And six months later, the people who were already using AI are still the only ones using AI, no new teams join the adoption.
One-off training doesn't change behaviour. What changes behaviour is when the training is gamified within the organization.
The AI Innovation Championship changes the unit of change from the individual to the department — and adds the one thing every AI training programme is missing: Real Impact
Where this fits
Delta Camp goes in as a fractional Chief AI Officer. 90 days at board and C-suite level — mapping your AI opportunity, assessing risk, setting governance, and building a 12-month roadmap. For organisations that need alignment before activation.
Explore the strategy engagement →12 weeks. Cross-departmental. Competitive. Coaching throughout. Ends with a live finale and automations running in production across your organisation.
After the Championship, Delta Camp stays embedded as a long-term operating partner — weekly access sessions, ticket-based support, quarterly roadmap reviews. Builds on the champions and systems your teams created.
Explore corporate programmes“He moved us from isolated AI experimentation to a structured and scalable roll-out across the business. The workshops he delivered for our team were extremely impactful — and his focus on execution, not just ideas,is what sets him apart.”
Keshia Bari, COO
AI adoption & Microsoft Copilot roll-out to a finance consultancy from 🇦🇺
The output
Not centralised training that every team attends. Each department has a dedicated Delta Camp coach for the 12 weeks — someone who knows their workflow, their backlog, and their blockers.
No generic curriculum. The tools taught are the tools your organisation actually uses. If you're Microsoft-first, we coach Copilot and Power Automate. If you're Google Workspace, we match that. If you're using Make or Zapier already, we accelerate from there.
At Week 7, every team gets a progress report and standing in the Championship. Leadership gets a summary view across all departments.
How it works
Four weeks of the loop, repeated
1A live task from your own week, not a case study.
2Watch the workflow get built, decision by decision.
3Your turn. Break it, fix it, ship it.
4Leave able to automate the next hundred alone.
The Championship
The best executor
One individual, nominated by Delta Camp coaches, for going furthest. Not the highest scorer — the person who built the most, taught the most, and dragged their team with them.
The winning department, recognised at board level. The trophy stays in their space. Recognised in the organisation's communications.
The single best automation across all teams — chosen by the executive panel for creativity, impact, and replicability. Could have been built by anyone in any department.
Every participant who completes the programme receives the Delta Camp AI Champion credential. Verifiable. Shareable on LinkedIn. Proof that they've shipped AI into their actual job — not that they attended a training session.
What leadership teams ask before committing a cohort.
Training teaches tools to individuals. The Championship changes the unit of change from the person to the department, and adds the thing training is missing: stakes. Teams build on their own workflows with their own data, coached throughout, and present live automations and measurable results to an executive panel at the finale. There are gates — one automation running by Week 5, two deployed by Week 9 — so nothing coasts to the end on good intentions.
Three to six works best. Below three the competitive element stops doing its job — there isn't enough cross-department visibility to build momentum. Above six, coaching capacity gets stretched across the twelve weeks. If you want to run the whole organisation, we'd stage it across two cohorts rather than dilute the coaching.
People who own the work, not people who are free. The strongest teams pair someone senior enough to approve a process change with two or three people who run that process daily. Technical skill is not the filter — every build is visual and no-code, on the stack you already run.
That is what the gates are for. Every team needs one automation running by Week 5 and two deployed by Week 9, and mid-point scoring publishes at Week 7. A team that is behind gets flagged with five weeks left, not at the finale — the gates exist to surface problems while there is still time to act on them.
In practice it does the opposite. The bi-weekly Show and Tell means teams see each other's builds and copy them, and the rubric rewards adoption and scalability rather than secrecy. The competitive frame gives people a reason to care what the department next door is doing, which is usually the hardest thing to manufacture in a large organisation.
Not necessarily. The Championship works as a standalone activation — the Automation Audit in Week 1 builds a team-level view of the opportunity, which is often enough to start. The Strategy engagement is for organisations where the board hasn't aligned on direction yet. If leadership has clarity, go straight to activation.
Automations running in your own tenancy, on your accounts, built by your own people, each with a named internal owner. Plus department-level impact scorecards, the AI champions the programme surfaced, the Final Championship Report, and a 90-day roadmap. The automations are the visible output; the people who can build the next one are the real deliverable.
Automations ship in Phase 2, so by the finale they have been running three to four weeks. The ROI is measurable before leadership hears a single presentation — the finale shows what is already saved rather than asking anyone to believe a projection. We build the case on hours recovered per person per week, not on licences.
Enquire
Cohorts run quarterly. Thirty minutes to work out whether the Championship fits where your organisation is.
