Enterprise learning
A programme for one team
An enterprise programme normally brings 8–10 participants together with a schedule agreed for the group. It begins with your learning objective, the experience of the people taking part and your industry context. It is a separate purchase and a separate scoping conversation from the open cohort.
An enquiry is a conversation, not an application and not an order.
When a group is the right shape
When the decisions are shared
A group programme earns its cost when several people will be arguing about the same design and need the same vocabulary to do it. That is usually a team putting an agent behind something that acts — a system that moves money, changes a record or contacts a customer — where the awkward questions are going to be settled in a review meeting rather than by one engineer.
One person, not a team? The open cohort is the better answer, and an employer can fund that place. A live decision rather than capability? That is advisory — reviewing an architecture you already have, not building capability across a group.
What a group works on
The same five areas, argued out loud
Take the house example. A returns assistant reads a policy and recommends a refund; give it a tool that can issue the refund and the system can move money. In a group, the interesting part is that people disagree about what evidence should permit the action — and that disagreement is the material. Everyone leaves able to say why the boundary is where it is.
The example is illustrative. No customer incident is claimed, and nothing in it requires your organisation to disclose anything.
- 01
Purpose and constraints
Frame the task, the context and the choices the system needs to support.
- 02
Tools and authority
Examine what the system may do, the evidence it needs and where a person should decide.
- 03
Evaluation
Inspect behaviour and failures, and connect findings to a useful design change.
- 04
Reliability and cost
Consider uncertain results, retries, review effort and the trade-offs around the model.
- 05
Design review
Explain the architecture, listen to challenges and identify the next useful piece of work.
Domain relevance
Industry context, without your internals
Industry-specific practice is the default. The work is set in the kind of system your team actually builds — the constraints, the review culture and the failure modes of your sector — without anyone handing over confidential architecture to make that possible.
Company-specific work needs a separate conversation about scope and permission. It is not refused; it is simply not something to arrange by email in an enquiry thread, because it changes what material is shared, who may see it and what is agreed in writing first.
Please do not attach confidential company material to an enquiry. Your learning objective, the experience of the participants and your industry are enough to have a useful first conversation.
Readiness and coordination
What a first conversation needs from you
Bring three things
How coordination works
Next step
Start the scoping conversation
The enterprise enquiry form asks for your organisation, your role, what the team needs to learn, an approximate group size and your industry. It is recorded as an enquiry from an organisation — never as a set of individual applications — and the reply picks up from what you wrote rather than asking for it again.
You can also write directly to apply@thelivingcraft.ai. No response-time commitment is published, because none has been agreed.
Written . Scope and terms pending Sunil’s factual approval.