ENGAGEMENT / 05 · ENTERPRISE PROGRAMME
Several workstreams at once, with sponsorship at board level.
A multi-year transformation rather than a project: parallel workstreams across departments, one roadmap, active change management, and governance a regulator can read.
- 3–6
- PARALLEL WORKSTREAMS
- 12M+
- PROGRAMME HORIZON
- 4
- BOARD REVIEWS A YEAR
- 250K
- FROM, PER YEAR, IN EUROS
01 / What this actually is
What this actually is.
This is not a service you order; it is a partnership at leadership level. AI stops being a set of projects and becomes part of how the company operates — several departments moving at once under one roadmap, with a named Lumacode executive sitting opposite your board rather than reporting into it.
Half the work is technical and half is organisational: roles change, processes change, and people resist. We run both sides, because programmes that treat change management as an afterthought stall in month seven, every time.
WHAT IT IS NOT
It is not five implementation projects invoiced together. What you pay for is the coordination, the governance and the change work that a single project never has to solve.
02 / Who this is for
WHO THIS IS NOT FOR
If you need one system built well, take the implementation partnership — this level of structure would be overhead you do not need.
03 / How it runs
How it runs.
01 · MONTH 0
Executive sponsorship
A named Lumacode partner is assigned to your leadership team. Decisions are made together in the steering group, not passed down a chain.
02 · MONTH 0–2
Programme design
The portfolio is cut into three to six workstreams — sales, service, finance, operations — each with its own team, target metric and delivery lead, all under one sequenced roadmap.
03 · MONTH 1–3
Governance framework
Policies, approval gates, model registry, risk classification and audit trail. Built once, applied to every workstream, aligned with the EU AI Act.
04 · CONTINUOUS
Parallel delivery
Workstreams ship on their own cadence while shared platform, data and evaluation work is done once and reused, so the fifth system is cheaper than the first.
05 · CONTINUOUS
Change management
Training, internal communication, role and process redesign, and honest work with the teams who fear the outcome. This is where most programmes actually fail.
06 · QUARTERLY
Strategic review
Every quarter the board sees progress against the target metrics, and priorities for the next phase are re-cut. Workstreams that do not pay are closed.
03B / The programme shape
One roadmap, several streams.
Each workstream runs at its own pace against its own number. The platform, governance and evaluation work underneath is built once.
BOARD · QUARTERLY STEERING
01
Revenue
Pipeline conversion
02
Service
Resolution time
03
Operations
Throughput per head
04
Finance
Close cycle length
SHARED PLATFORM · DATA ACCESS · EVALUATION · GOVERNANCE
04 / What you hold at the end
What you hold at the end.
05 / Who you work with
Who you work with.
01
Executive partner
Works directly with your leadership on priorities, funding and hard calls.
02
Programme director
Runs the roadmap across workstreams, owns dependencies and the critical path.
03
Workstream leads
One delivery lead per stream, each with a target metric they are measured on.
04
Governance and change leads
Policy, risk and audit on one side; training, communication and adoption on the other.
06 / Price
from 250,000 € per year
ANNUAL PROGRAMME · MULTI-WORKSTREAM · REVIEWED EACH QUARTER
INCLUDED
- Executive sponsorship and programme management
- Delivery capacity across the agreed workstreams
- Governance framework and its ongoing maintenance
- Change management, training and internal communication support
- Quarterly board reviews and reporting
NOT INCLUDED
- Cloud, licence and model usage, billed by your providers
- Hardware or third-party software procurement
- Workstreams added beyond the agreed scope, which are priced at the quarterly review
07 / Questions
Questions we get.
Why this if we already run implementation projects?
An implementation partnership solves one problem in one department. A programme coordinates many of them at once, reuses the platform work, and handles the organisational side — which single projects are never asked to do.
How is it billed?
As an annual programme, from 250,000 €, invoiced quarterly and re-scoped each year depending on how many workstreams are live.
Who decides which department goes first?
The steering group, with your leadership, usually on the evidence from an advisory phase. Sequence is a board decision; we bring the numbers to make it.
What happens to our own people?
They are the point. Every workstream has internal counterparts who take ownership as it matures, so capability stays with you rather than with us.
Can we stop after a year?
Yes. Each annual term is a decision point, and the platform, governance framework and systems are yours regardless of whether you renew.
08 / Where this sits
Where this sits.
Scaling AI across a company is an organisational problem wearing a technical costume.