Saïd Business School, University of Oxford | Oxford AI-Driven Business Transformation Executive Programme

Oxford AI-Driven Business Transformation Executive Programme

Online programme

Strategically deploy artificial intelligence (AI) systems that generate measurable ROI within your organisation. Earn an executive certificate with one cohort learning experience that bundles three Saïd Business School, University of Oxford flagship programmes: AI, Strategic Innovation, and Executive Strategy.

6 months including 1 week orientation and 2 week-long breaks.

7–10 hours hours of cohort-based learning per week, entirely online.

Start date: 9 Jul 2025 Course starts in 4 weeks

Email: oxfordonline@getsmarter.com

Call: +44 1865 950 945

About this programme

The Oxford AI-Driven Business Transformation Executive Programme empowers today’s leaders to navigate the critical intersection of AI, innovation and strategy. You will develop the skills to capitalise on emerging AI technologies and navigate the complex ethical landscape of AI adoption. Through the programme’s final capstone project, you will craft a comprehensive framework that positions your organisation to gain a competitive advantage through strategic deployment of AI technology.

This Oxford AI-Driven Business Transformation Executive Programme is certified by the United Kingdom CPD Certification Service, and may be applicable to individuals who are members of, or are associated with, UK-based professional bodies. The programme has an estimated 190 hours of learning.

Note: should you wish to claim CPD activity, the onus is on you. Oxford Saïd and GetSmarter accept no responsibility, and cannot be held responsible, for the claiming or validation of hours or points.

“The Oxford AI Programme was a real eye-opener. The content was fascinating, breaking down complex AI concepts in a way that just made sense, covering everything from AI's history to its business and ethical implications. It was a total lightbulb moment, and I'm excited to apply my learnings in the real world.”

– Vikas W.

Head of Programme Management, Parameta Solutions

“The Oxford Executive Strategy Programme exceeded my expectations with its rich and well-structured content, offering practical frameworks and tools that clearly improved my strategic thinking abilities.”

– Tasso Machado Mendes S.

Process Coordinator, EquinoxGold Corp.

“The [Oxford Strategic Innovation] Programme has far exceeded my expectations in terms of content, online experience, quality of teaching, and discussion. [I had the] opportunity to learn from an impressive cohort of smart and experienced classmates. Having studied on-campus at Oxford, I was expecting some kind of compromised experience having to go online, but the reality has been contrary.”

– Fiona L.

Consumer Processes in Digital Channels, Uptime, Volvo Cars Corporation

What this programme covers

This programme gives you the strategic acumen to capitalise on disruptive AI technologies in ways that drive revenue growth and demonstrate ROI.

In section one, you will gain a sound understanding of AI: its history, functionality, capabilities and limitations. You will explore empirical research and real-life case studies and identify potential use cases for AI applications in your organisation.

In section two, you will learn practical skills for building organisational systems and structures. You will also learn strategies for supporting a culture that facilitates innovation as a sustainable and routine practice.

Finally, in section three, you will gain practical guidance on improving business strategies, drawing on Oxford Saïd faculty research, which informs the leadership of global organisations. You will also create and leverage a personalised strategy framework focusing on the four Ps of strategy: purposes, players, partnerships and processes.

A powerful collaboration

Saïd Business School, University of Oxford is collaborating with digital education provider GetSmarter to create a new class of learning experience – one that is immersive, collaborative and designed for busy working professionals.

About Saïd Business School, University of Oxford

Saïd Business School blends the best of new and old. Deeply embedded in an 800-year-old world-class university, Oxford Saïd strives to educate people for successful business careers. As a community, Oxford Saïd seeks to use business acumen and global networks to address long-horizon phenomena like demographic change, new technologies, and natural resource scarcity. Oxford Saïd is committed to delivering cutting-edge education and ground-breaking research that transforms individuals, organisations, business practice and society.

Join the Oxford Executive Education Elumni LinkedIn Group*

This is an official Saïd Business School, University of Oxford, alumni group for all open, online, and executive programmes. You’ll be able to network with past participants of other online and on-campus Oxford Saïd programmes, and gain first access to School news.

*Access to this group will only be granted following the participant’s successful completion and passing of the programme.

About GetSmarter

GetSmarter, part of edX, partners with the world's leading universities and institutions to select, design and deliver premium online short programmes with a data-driven focus on learning gain.

Technology meets academic rigour in GetSmarter’s people-mediated model, which enables lifelong learners across the globe to obtain industry-relevant skills that are certified by the world’s most reputable academic institutions.

As a participant of this programme, you will also gain unlimited access to edX’s Career Engagement Network at no extra cost. This platform will provide you with valuable career resources and events to support your professional journey. You can look forward to benefits including rich content, career templates, webinars, workshops, career fairs, networking events, panel discussions, and exclusive recruitment opportunities to connect you with potential employers.

Meet and engage with your learning and peer networks as you navigate the Online Campus.

Become familiar with your new virtual classroom
Meet your success team and get to know your fellow classmates

Explore the history and potential of AI within the context of the digital ecosystem.

Define AI
Review the history and development of AI, and contextualise the technology in the emergent ecosystem
Illustrate the nature of the different types of technologies and where AI fits in
Analyse the trajectory and impact of different types of technologies in the digital ecosystem

Delve into the mechanics of the three main types of machine learning: supervised, reinforcement, and unsupervised learning.

Discuss how to link types of data and machine learning approaches to solve existing problems
Recognise the different machine learning approaches used for different types of data
Identify the workflow of supervised, reinforcement, and unsupervised learning
Analyse the impact of human decisions in the machine learning workflow
Evaluate the benefits and limitations of machine learning approaches within different contexts

Understand what deep learning is and how it is powering the modern approach to AI.

Identify the functionality of errors and weights in neural networks
Determine the impact of backpropagation on neural networks
Investigate different use cases of deep neural networks for making predictions and generating new content
Assess the mechanics of machine learning algorithms, such as deep neural networks

Explore the concept of intelligence in machines and the impact of AI in the labour market.

Describe the different forms of intelligence and how they relate to the completion of tasks
Analyse the ways in which the workforce interacts with machines based on varied forms of intelligence
Determine the scope of change that AI will enable in the conventional workforce
Recognise areas of greatest potential for AI in your organisation or an organisation of your choice

Explore the hierarchy of ethical and legal considerations around AI.

Categorise the three pitfalls of AI
Investigate the regulatory considerations of using AI
Debate the sources of algorithmic bias
Develop ethical principles for your organisation or an organisation of your choice to instil for its AI applications and plan for preventing bias

Identify the potential business opportunities of AI in a specific context.

Investigate the opportunities that AI offers an organisation across different sectors
Formulate a business case for AI in your organisation or an organisation of your choice
Debate the concept of the singularity within the current AI landscape

You’ll be welcomed to the programme and begin connecting with fellow participants, while exploring the navigation and tools of your Online Campus. Be alerted to key milestones in the learning path, and review how your results will be calculated and distributed.

You’ll be required to complete your participant profile, confirm your email address for the delivery of your digital certificate, and submit a digital copy of your passport/identity document.

Please note that module titles and their contents are subject to change during programme development.

Challenge popular cultural notions of innovation to understand the language and types of innovation, and the principles of building an innovation system.

Explain why firms and other organisations innovate and why it is so difficult to innovate
Identify concepts and more precise language for talking and thinking about innovation
Distinguish between product and services, business model, and system-level innovation
Investigate innovation as a specific, routine capacity and strategy of a business
Analyse the nature, importance, and types of innovation in an organisation

Explore organisational design, division of labour, and the structural and cultural elements of a firm that allow innovation to be a routine function.

Discuss how systems, people, organisation, and culture (SPOC) build capacity for innovation
Review the aims and purposes of innovation strategies
Determine how innovation value chains operate to create and capture value
Compare innovation value chains in product and service contexts
Contrast Stage-Gate, Agile, and open innovation systems
Evaluate an organisation's success in building capacity for innovation

Explore models of innovation beyond standard notions of technological change and 'disruption', along with the interplay of technologies, market dynamics, and firm capabilities.

Recognise the different sources of innovation
Determine different drivers of innovation according to different innovation models
Investigate the role of social and institutional factors in innovation
Critique the notion of ‘disruption’ in describing innovation

Grapple with the ethics and governance considerations prompted by emerging technologies that integrate across digital, physical, and biological systems.

Describe the Fourth Industrial Revolution in relation to emerging digital, biological, and physical technologies
Determine the possibilities for responsible innovation
Analyse specific ethical consequences and governance challenges posed by emerging technologies
Reflect on the complexity of governance of emerging 4IR technologies

Consider the corporate landscape of innovation and how platforms organise market competition and, in turn, shape the nature of innovation.

Describe the types of corporate innovation strategies and platforms
Outline the roles of clusters and ecosystems in encouraging innovation
Investigate the different types of external innovation strategies
Analyse the differentiating characteristics of platforms driven by technologies
Assess the challenges of corporate innovation strategies

Develop skills in leading for innovation, including implementation in context and the future of innovation, in light of what you have learnt on this programme.

Describe the current trends and challenges of innovation
Debate implementation challenges in innovation
Practice using different frames in performing an implementation analysis
Reflect on how trust is built in the information age
Evaluate innovation strategies to identify what is needed for success
Develop an innovation strategy as a response to challenges to innovation faced by businesses

You’ll be welcomed to the programme and begin connecting with fellow participants, while exploring the navigation and tools of your Online Campus. Be alerted to key milestones in the learning path, and review how your results will be calculated and distributed.

You’ll be required to complete your participant profile, confirm your email address for the delivery of your digital certificate, and submit a digital copy of your passport/identity document.

Please note that module titles and their contents are subject to change during programme development.

Explore your organisation's strategic potential using the Oxford view.

Review the concepts of purposes, players, partnerships, and processes in strategy
Demonstrate an appreciation of how the complexities of the contemporary world impact strategy
Identify tools to understand the broader contemporary world of strategy
Describe your organisation’s four Ps as part of a broader view of strategy

Consider the importance of broader environments and futures in formulating strategy.

Identify the impact of the broader contextual environment on the transactional environment
Review a socio-ecological approach to strategy
Use the future to reframe the present with scenarios
Investigate the tools available to anticipate change in your broader contextual and transactional environments
Explore your organisation's broader environment

Gauge the plurality of purposes driving your organisational purpose strategy.

Articulate the plurality of purposes in contemporary organisations
Explore the nature of potentially competing purposes
Reflect on ways to accommodate multiple competing purposes in your organisation

Engage and communicate with a breadth of players.

Analyse the breadth of players relevant to strategy in your organisation
Investigate the role of effective engagement and communication in managing strategic relationships
Recommend ways to build relationships and legitimacy with players
Write a strategy statement for your organisation, accommodating key players

Leverage the value of collaboration and competition in networked strategy.

Articulate the interplay between collaboration and competition in a broader view of strategy
Analyse the value of developing broader forms of partnerships to achieve strategic objectives
Evaluate the role of collaboration and competition when designing a networked strategy
Develop a networked strategy that co-creates value for those involved

Critically reflect on transforming your strategy process to be more inclusive and transparent.

Investigate the benefits of opening strategy processes to a broader set of players
Evaluate the extent to which inclusion and transparency are relevant for different issues and players
Assess ways of harnessing increased participation and engagement in strategic processes
Propose strategy processes for your organisation that facilitate broader inclusion and transparency

Leverage the broader Oxford view of strategy into your organisation's strategy practice.

Analyse the role of strategic agility in the execution of strategy
Reflect on the intersections of Purposes, Players, Partnerships, and Processes for strategy in your organisation
Evaluate the important facets of a strategy playbook in the contemporary world
Create an initial strategy playbook, using the Oxford view, for use in your organisation

Who should take this programme

This programme is designed for experienced executive-level business leaders who are responsible for or have influence in (AI) strategy and innovation within their business unit or organisation.

Technical-savvy professionals – including CIOs, IT managers, business analysts and others who are responsible for exploring, selecting and integrating new, innovative technologies – will benefit from the programme’s inclusive approach to AI, innovation and strategy.

The programme’s strong emphasis on networking allows participants to ideate, collaborate, learn and strategise together as they explore how to capitalise on AI within their respective organisations.

This programme is for you if you want to:

Drive adoption of AI technologies

Develop an understanding of AI functionality to successfully implement AI in your organisation.

Influence strategy and decision-making

Gain the strategic management skills to guide your organisation from a reactionary to a proactive mindset for AI transformation.

Advance your leadership career

Acquire the skills to lead in complex or siloed organisational structures and tackle the challenges of an uncertain, rapidly changing AI-driven economy.

About the certificate

Upon successful completion of the programme, you’ll receive an executive certificate from Saïd Business School, University of Oxford. Accelerate your career progression with your ability to confidently navigate AI-related change and build systems that can promote regular and sustainable innovation across your organisation.

Assessment is continuous and based on a series of practical assignments completed online. In order to be issued with your digital certificate, you’ll need to meet the requirements outlined in the programme handbook. The handbook will be made available to you as soon as you begin the programme.

Your digital certificate will be issued in your legal name and sent to you upon successful completion of the programme, as per the stipulated requirements.

Who you’ll learn from

These subject matter experts from Saïd Business School, University of Oxford guide the programme design and appear in a number of programme videos, along with a variety of industry professionals.

Your Programme Directors

Matthias Holweg

American Standard Companies Professor of Operations Management and Programme Director of the Oxford Artificial Intelligence Programme, Saïd Business School, University of Oxford

Matthias is a leading expert in digital operations and the application of artificial intelligence to improve business processes.

As the American Standard Companies Professor of Operations Management he oversees the Technology and Operations Management programmes at Oxford Saïd. He directs two significant initiatives at Oxford: the Oxford Artificial Intelligence Programme, one of the world's largest training initiatives for business professionals, and the AI Ethics, Regulation and Compliance Programme for risk and compliance managers.

With a foundation in industrial engineering, statistics and Lean Six Sigma, Matthias brings a robust problem-solving approach to his work. Prior to joining Oxford, he held faculty positions at the University of Cambridge and was a Sloan Industry Center Fellow at MIT's Engineering Systems Division.

Marc Ventresca

Associate Professor of Strategic Management and Programme Director of the Oxford Strategic Innovation Programme, Saïd Business School, University of Oxford

Marc Ventresca is an economic sociologist in the Strategy, Innovation and Marketing Faculty at Saïd Business School and a Governing Body Fellow of Wolfson College.

Marc's areas of expertise include market and network formation, entrepreneurship, governance, and innovation and technology strategy.

His research and teaching focus on the formation of markets and networks in business and social settings. Specifically, he researches how markets are built and the actors who build them. He is also an expert in the areas of governance, innovation and technology and how they interact with markets and networks.

Trained in sociology and political philosophy, Marc takes a novel approach to researching how markets and networks are formed over time. While many finance colleagues treat market formation as an exit strategy for entrepreneurs who want to realise value from their ventures, Marc sees markets as political and cultural institutions. He uses strategy, sociology, economic theory and organisational theory to understand markets’ existence and underpinnings.

Trudi Lang

Associate Professor in Management Practice and Programme Director of the Oxford Executive Strategy Programme, Saïd Business School, University of Oxford

Trudi Lang is Titular Associate Professor in Management Practice and Co-Director of the Oxford-Hyundai Motor Group Foresight Centre.

Prior to joining the School, Trudi served in positions such as Director of Strategic Foresight at the World Economic Forum and as Consultant for Strategic Foresight at the OECD.

Trudi holds a PhD (DPhil, Management Studies) from the University of Oxford and is a member of the Strategic Management Society and the Academy of Management.

Trudi’s research focuses on strategic reframing and strategy development to help senior executives lead their organisations through turbulent contexts.

Richard Whittington

Professor of Strategic Management and Programme Director of the Oxford Executive Strategy Programme, Saïd Business School, University of Oxford

Richard is a leader in the field of Strategy-as-Practice research, having published the first paper in the field (1996).

The Strategy-as-Practice movement has revitalised research on strategy processes, with formally-recognised streams in such leading conferences as the Strategic Management Society, the Academy of Management, the European Group for Organizational Studies and the British Academy of Management.

Richard is author of eleven books, including two influential textbooks on strategy: Exploring Strategy, ranked by the Financial Times teaching power index as the top strategy textbook worldwide, and What is Strategy – and Does it Matter?, past winner of the Management Consulting Association prize for the best management book of the year. He has published in leading journals such as Administrative Science Quarterly, the Journal of Management Studies, Organization Science, Organization Studies, Research Policy and the Strategic Management Journal. His work has received more than 50,000 citations.

Featured Guest Experts

Charlotte Deane

Professor of Structural Bioinformatics, University of Oxford

Luciano Floridi

Professor of Philosophy and Ethics of Information, University of Oxford

Michael Osborne

Dyson Associate Professor of Machine Learning, Oxford Martin School, University of Oxford

Michael Wooldridge

Professor of Computer Science, University of Oxford

Min Chen

Professor of Scientific Visualisation, University of Oxford

Natalia Efremova

Lecturer in Digital Economy, Queen Mary University, London; Chief Technology Officer, Deep Planet

Paul Newman

BP Professor in Information Engineering, University of Oxford Founder and CTO, Oxbotica

Viktor Mayer-Schöenberger

Professor of Internet Governance and Regulation, University of Oxford

Catalina Cernica

Head of Innovation UK, LEO Innovation Lab

Joyeeta Das

CEO, GYANA

Maria Zubeldia

Innovation Coach; Head of The Entrepreneurship Centre, Saïd Business School, University of Oxford

Michele Scataglini

Co-Founder, Insta Associates

Mina Bekheet

CEO and Founder, Panacea Innovation

Pinar Ozcan

Professor of Entrepreneurship and Innovation, Saïd Business School, University of Oxford

Sean Peters

CEO, DryGro

Victor Seidel

Associate Scholar, Saïd Business School, University of Oxford

CeCe Morken

President and Chief Operating Officer, Headspace

Colette Marshall

Director of Operations, Diabetes UK

Eero Vaara

Professor in Organisations and Impact, Saïd Business School, University of Oxford

Liam Cleaver

Vice President, IBM

Marya Besharov

Professor of Organisations and Impact, Saïd Business School, University of Oxford

Megan Cooper

Managing Director, Head of Digital Strategy, Barclays

Natasha Garcha

Director, Innovative Finance, Impact Investment Exchange (IIX)

Rafael Ramirez

Professor of Practice, Saïd Business School, University of Oxford

How you’ll learn

Every programme is broken down into manageable, weekly modules designed to accelerate your learning process through diverse activities:

Work through your downloadable and online instructional material
Interact with your peers and learning facilitators through weekly class-wide forums and reviewed small group discussions
Enjoy a wide range of interactive content, including video lectures, infographics, live polls and more
Investigate rich, real-world case studies
Apply what you learn each week to quizzes and ongoing project submissions

Your success team

GetSmarter, with whom Oxford Saïd is collaborating to deliver this online programme, provides a personalised approach to online education that ensures you’re supported throughout your learning journey.

Head Tutor

A subject expert who’ll guide you through content-related challenges.

Success Advisor

Your one-on-one support, available during university hours (8am–5pm GMT) to resolve technical and administrative challenges.

Global success team

Available 24/7 to solve your tech-related and administrative queries and concerns.

45% of organisations report using AI in three or more business functions.

The state of AI: how organizations are rewiring to capture value. (Mar, 2025). McKinsey and Company. Retrieved 14 April 2025.

47% of the C-suite state their companies are developing gen AI tools too slowly.

Superagency in the workplace: Empowering people to unlock AI’s full potential. (Jan, 2025). McKinsey and Company. Retrieved 14 April 2025.

1% of company executives would describe their generative AI investments as ‘mature’.

(Jan, 2025). Superagency in the workplace: Empowering people to unlock AI’s full potential. McKinsey and Company. Retrieved 14 April 2025.

Technical requirements

Basic requirements

In order to complete this programme, you’ll need a PDF Reader. You may also need to view Microsoft PowerPoint presentations, as well as read and create documents in Microsoft Word or Excel.

Additional requirements

Some programmes may require certain software and resources, which will be communicated to you upon registration and/or at the start of the programme. Please note that Google, Vimeo and YouTube may be used in our programme delivery.