Owning AI - Our Programmes | Manaf Gardner Associates

An MGA Exclusive Executive Education Programme

Owning AI

Implications For HR in Managing the Frontier Firm

BY Dr Marcel Lukas

Vice Dean Executive Education at the University of St Andrews Business School

MyCo ID

202501012329

Programme ID

10001597641

Dates

Wednesday, 5 November 2025

Time

9:00 am – 5:00 pm

Venue

ALoft KL Sentral Hotel

Fee

RM 1,750

per person

The cost of the programme includes lunch and other refreshments, as well as programme materials for one participant. It is not inclusive of any applicable taxes.

This programme can be delivered in-house for your organisation although available dates are limited to the duration of Dr Marcel Lukas’ visit to Malaysia. If you would like to discuss further on having this in-house and/or have any questions about the programme, please contact us at info@manafgardner.com or +603-3001 0326.

The future of work is being typified by a new form of organisational model - the Frontier Firm. Built around the convergence of human ingenuity and AI-driven capability, the work blueprint of organisations adopting this leading edge approach sees the inclusion of complementary human-AI agent units, “intelligence on tap”, and every worker adopting a new role as an agent boss.

With the increasing number of organisations, including in Southeast Asia, moving from the pilot stage to enterprise adoption, we are now faced with a distinctly people-centred question: where should accountability for AI that touches employee data, experience and employment decisions reside? Should this sit with HR (people, ethics and culture mandate), with IT (platforms, security and integration), or through a shared model with clearly defined decision rights? This one-day intensive masterclass is designed for HR leaders to explore that question in a balanced, evidence-informed way, and to leave with practical artefacts that can be taken to the board.

Programme Outcomes

Grounded in current practice and research, and tailored to HR contexts, the day blends concise briefings with structured design work so that by the end of this programme, participants should be able to:

Clarify ownership and interfaces: Compare HR-led, IT-led and shared operating models; define what HR leads versus what IT stewards; sketch a lightweight decision-rights map (e.g., model selection, data access, deployment approvals, monitoring, incident response) and escalation routes with Legal/Risk
Target value across the HR lifecycle: Identify where generative and agentic AI add measurable value in recruitment, onboarding, learning, performance, employee experience and workforce planning; attach clear success metrics (e.g., time-to-fill, feedback quality, EX signals, adoption)
Embed responsible practice: Translate HR-specific governance into action - human-in-the-loop, fairness testing, data handling and transparency to employees; align with works council/union and local compliance expectations where relevant
Build capability and change: Outline roles (e.g., HR AI business partner, prompt coach, agent orchestrator), manager enablement, communications and adoption KPIs to reduce shadow AI and build trust

Programme Outline

Module 1: AI Primer and Fundamentals
Explore Generative vs. Agentic AI in HR contexts
Understand the “jagged frontier” of AI capabilities
Learn four guiding principles for responsible AI adoption in HR
Module 2: Adoption, Governance & Operating Models
What every HR leader needs to know about AI integration
Designing responsible-use policies tailored for HR functions
Leveraging change levers to drive adoption across the organisation
Comparing ownership models: HR-led, IT-led, or joint approaches
Building effective collaboration between HR, IT, and Legal teams
Module 3: Case Insights and Lessons Learned
Learn from real-world successes and failures in AI implementation
Discover socio-technical solutions for data, model, workflow, and culture challenges
Module 4: Use-Case Workshop
Identify critical HR pain points with measurable impact
Define opportunities by focusing on users, data, constraints, and success metrics
Module 5: Implementation Planning
Map the “As-Is” vs. “To-Be” AI-enabled HR workflows
Identify key stakeholders, data requirements, and system integrations
Develop a pilot scope addressing risks, mitigations, and required skills
Clarify cross-functional roles and responsibilities across HR, IT, and Legal
Module 6: Presentations & Expert Feedback
Deliver concise five-minute team pitches on proposed solutions
Receive expert evaluation on value, feasibility, and ethics
Benefit from written feedback for every team
Reflect on collaboration approaches and team dynamics
Module 7: Fireside Dialogue
Gain regional perspectives on scaling AI within HR functions
Explore strategies for talent upskilling and aligning with board expectations
Learn from balanced experiences of HR–IT collaboration through audience Q&A
Capstone: Synthesis and Next Steps
Commit to personal action plans for AI adoption in HR
Build a next-step checklist for practical implementation
Take away a curated resource pack for sustained adoption and governance

Learning Methodology

The programme will be a blend of lectures, group discussions, case studies, use-case workshop, presentations and fireside chat for a deep learning experience.

Participant Profile

ThIs programme is designed for Chief Human Resources Oficers (CHROs), HR Directors, Vice Presidents, and senior HR leaders responsible for talent, learning, and workforce planning, HR business partners stepping into more strategic roles, IT leaders collaborating with HR on technology adoption, and Legal or Compliance managers overseeing data protection, employee rights, and organisational governance.

Programme Faculty

Dr Marcel Lukas

View Bio

About the university of st andrews

Founded in the early 15th century, St Andrews is Scotland’s first university and the third oldest in the English-speaking world. The Times and Sunday Times Good University Guide 2025 named St Andrews Scottish University of the year and University of the Year for Student Experience 2025. The Guardian University Guide 2025 ranked St Andrews as the top University in Scotland and second in the UK.

The newly formed University of St Andrews Business School brings together leading global academics and practitioners across management, finance and economics. It has extended its expertise to deliver world-class Executive Education at the University of St Andrews Business School where tradition meets innovation with cutting-edge research; and strong academic rigour and global perspective combine to inspire transformative thinking and leadership. This makes it vitally important as organisations face worldwide unprecedented challenges that require innovative thinking and decisive leadership.

For more information on the University of St Andrews Business School, visit www.st-andrews.ac.uk/business-school/

Dr Marcel Lukas

Vice Dean Executive Education

University of St Andrews Business School

Dr Marcel Lukas is the Vice Dean Executive Education at the University of St Andrews Business School. Marcel’s research explores consumer financial decision-making, financial technology, and financial education, with particular emphasis on behavioural aspects of spending and saving. A policy advisor to government bodies and fonancial regulators, Marcel shapes financial education initiatives and serves as a Fellow at the Office for National Statistics. He leads executive education programmes on AI applications in business and finance, bringing valuable industry experience from his previous roles at Volkswagen and IBM to his academic and advisory work.

Marcel has a PhD from the University of Edinburgh focusing on Financial Technology (FinTech) and its influence on spending and investing behaviour, and an MSc in Banking and Finance from the University of St Andrews. His related research informed the UK Parliament and was covered by major news outlets such as the Times. His work on budgeting was covered by the Financial Times and the BBC.