Training the teams who will build Morocco's AI

Our catalogue is organised into three families. Leadership tracks: half a day to a full day for an executive committee or a board — what generative AI changes in your sector in Morocco, what it costs, what it demands in governance, and the decisions that fall to you. No jargon, drawn from real Moroccan cases. Business tracks: one to three days per function — finance, HR, legal, customer relations, procurement — to move from discovery to the daily use of ChatGPT Enterprise or Claude: prompt engineering applied to the tasks of the role, verification reflexes, confidentiality rules taken from your own charter. Technical tracks: three to five days for development teams and IT departments — OpenAI and Anthropic APIs, RAG, MCP, assisted development with Claude Code, and the design and supervision of agents.

Every session works on your documents and your systems — not on generic examples imported from another context. It is more demanding to prepare, and that is precisely what makes the learning survive the week that follows the training.

In Morocco, vocational training benefits from funding schemes that many companies under-use. The special training contracts (contrats spéciaux de formation, CSF) let companies subject to the vocational-training levy have a substantial part of their training activities funded, following the procedures administered by the OFPPT; the GIAC support the upstream engineering of sector-specific training. Our tracks are designed to fit within these frameworks: formalised programmes, explicit learning objectives, documented deliverables — your training manager has the file needed for reimbursement claims.

Beyond funding, we help structure a multi-year AI skills plan: which profiles to train first, which internal champions to establish in each department, how to reinforce the initial training with supervised practice. A one-off session produces enthusiasm; a skills plan produces autonomy. This is also the spirit of Digital Morocco 2030 applied at the scale of a single company: making digital skill an asset that is built, not a box to tick.

The generic AI courses available online have a blind spot: they assume monolingual users. Your teams, however, write a report in French in the morning, answer a customer in Darija at midday and present to a partner in English in the evening. Our courses build in this reality: we teach how to get the best out of the models in each language — and from one language to another, because assisted translation between French, Arabic and English is one of the most immediately profitable uses in a Moroccan company.

The materials are in French; the exercises cover the three working languages according to the needs of the teams trained — a session for a Casanearshore customer-relations centre does not look like a session for a legal department. For frontline populations, we train your internal champions to relay the content, including in Arabic: it is the most effective format we have observed for embedding the uses beyond head office.

A successful AI training policy is recognised by what happens after the sessions. We put three relays in place. AI champions: one per department, trained in more depth, who answer day-to-day questions, surface emerging use cases and keep the charter alive. The community of practice: a short monthly ritual where teams share their uses — this is often where the most profitable use cases are born, the ones no consultant would have guessed. Assessment of learning: graded scenarios before and after the tracks, to give an objective view of progress and target residual needs.

This setup dovetails naturally with our other engagements in Morocco: the courses prepare ChatGPT Enterprise or Claude Enterprise deployments, support the move of agents into production, and equip governance. Training is not an end in itself: it is the condition for everything else to hold.