After training ends, people keep learning, and a standing relationship keeps the leaders, the playbook and the next department supported.
Claude changes, and so do the departments using it. PRESWERX stays alongside your organization through a retained relationship: regular reviews with your leaders and department heads, an explanation of what new releases mean for the work and a look at where adoption is strong and where it stalls.
A named lead from our team works at your offices, hears what colleagues find hard, refreshes the playbook with its owner and helps leaders decide which department learns next. Questions that come up between reviews have a person to go to.
Leaders get a steady view of how learning is going, and the organization keeps its standard as people join, move and change roles.
We meet leaders and department heads and hear what is working and what is not.
We refresh prompts, guides and the policy with their owners as Claude and the work change.
Leaders choose the next department or office, and we prepare its training.
The managing partner and the practice support director meet with leaders to review what a new release changes for associates and paralegals.
The COO of a hospital group looks at which sites use the playbook and which need a refresher, and plans visits accordingly.
The executive director of a foundation chooses the next office to train and asks the advisor to prepare its workshop.
The CFO and the IT director of a distribution company update the policy with the advisor as new connectors are considered.
Regular in-person reviews, answers between reviews, updates to your playbook and policy, and help planning the next department.
A named lead from our team, who stays with your organization so you do not repeat yourself.
No, though it helps. We begin by learning what your people already know and what they use.
No. Leaders and the reviewers your organization names decide. We offer an informed view and the questions to settle.
Leaders and the playbook onboard them, and reviews show where the guidance needs to change.
It starts after the first workshops and grows as more departments learn.