Distinct deliverables that attach to a larger engagement or stand alone. Shorter, narrower, and frequently the first piece of work a new client commissions.
The standalone deliverable buyers ask for before committing to certification.
A documented assessment of risk to the organisation and of impact on individuals and society. ISO/IEC 42001 requires both, and they are not the same exercise — most organisations have done neither.
Relationship to the flagship tierExtends AI governance
Half a day that resets what leadership expects AI to do.
A briefing for directors and executives on what AI can and cannot deliver, what the governance obligations are, and what they are personally accountable for. Recalibrating expectations at this level does more than any amount of work further down.
Relationship to the flagship tierFrequent entry to a larger engagement
Building the capability to audit yourselves.
Training internal staff to plan, conduct and report internal audits of the AI management system. A documented internal audit by competent, independent auditors is a certification requirement — and outsourcing it forever is an expensive way to stay dependent.
Relationship to the flagship tierRequired for certification; recurring
Principles translated into controls that can be tested.
Developing an ethics and accountability charter adapted to local legal and cultural context. The test of a charter is whether each principle maps to something an auditor could check; otherwise it is a communications document.
Relationship to the flagship tierComponent of the national strategy service, sold separately
The instrument development finance asks for.
Designing M&E frameworks with baselines, indicators and reporting cadence that satisfy donor and development finance conditions. In institution-building markets this is frequently the precondition for the funding itself.
Relationship to the flagship tierFor donor- and IFI-funded programmes