Helping a tourism team make AI part of everyday work

Alyve helped Visit Sunshine Coast move from AI interest to practical team adoption — building the roadmap, governance, coaching and internal ownership needed for AI to show up in real workflows.

2

Engagement phases from foundation to activation

12

Individual coaching clinics grounded in real work

1

Internal AI champion mentored to carry adoption forward

Opportunity

Visit Sunshine Coast is a small, high-performing tourism body with a large stakeholder network and a brand built on creativity, connection and place.

AI was already relevant to the work. Content production. Campaign planning. Research. Stakeholder communications. Market synthesis. The tools were available, and some team members had already started experimenting.

The issue was uneven confidence.

Some people were curious and active. Others were cautious, particularly where AI touched creative judgement, brand voice or relationship-led work. Without structure, the organisation risked drifting into a two-speed pattern: a few people building capability quietly, while others stayed unsure, unsupported or exposed to unclear risk.

Leadership needed a practical view of where AI could help, what should be governed, and how the team could build confidence without losing the human judgement that makes tourism work effective.

Solution

Alyve delivered the work in two phases.

Phase 1 established the foundation.

The work began with senior stakeholder interviews to understand ambition, concerns and risk appetite. Alyve then ran an anonymous staff survey to assess the team’s AI aptitude and attitude.

That gave VSC a clear view of the organisation’s actual starting point: where people were already using AI, where they were hesitant, and what kinds of support would make adoption credible.

Alyve then worked with VSC to shape an AI vision that reflected the team’s own language, priorities and concerns. The vision was endorsed through a Digital Committee session, giving leadership a direction it could own and support.

Two workshops followed. The first focused on mindset: what AI is, what it can and cannot do, and what it means for creative and relationship-driven work. The second focused on practical application: tools, risks, use cases and immediate opportunities.

By the end of Phase 1, VSC had an endorsed AI vision, a governance framework, a prioritised use case roadmap, and a communications and change plan.

Phase 2 shifted the work from direction to practice.

Alyve opened with a group enablement session covering generative AI fundamentals, tourism-relevant use cases and practical prompting techniques.

The most important work happened in the individual coaching clinics.

Up to twelve team members each brought one or two real use cases from their own work. Alyve worked through those use cases one-on-one: how to frame the task, how to use the tool, how to test the output, and where human judgement still mattered.

The clinics made AI specific. A team member could see how it applied to a campaign brief, a research task, a stakeholder update or a content workflow. The conversation moved from whether AI was relevant to how it could be used responsibly in the work already in front of them.

Alyve also mentored VSC’s nominated internal AI champion. The champion participated as both learner and future owner, building the confidence and internal relationships needed to keep adoption moving after the engagement.

The AI Use Policy was finalised during Phase 2, after the team had begun working through practical use cases. That timing made the policy more grounded. It reflected real questions, real behaviours and real risks, rather than assumptions made before adoption had started.

Outcome

VSC finished with a clear AI direction and a team better equipped to act on it.

The roadmap gave leadership a structured view of priorities. The governance framework and AI Use Policy gave the organisation practical boundaries. The coaching clinics gave individuals confidence in the parts of AI that touched their own work.

The internal champion gave VSC continuity after Alyve stepped back.

The shift was visible in the conversation. At the start, AI was an organisational question. By the end, team members could name specific ways it could support their workflows, where it should be used carefully, and where human judgement needed to stay central.

For a creative, relationship-led tourism body, that distinction mattered. AI adoption could not be treated as a software rollout. It had to respect the craft, trust and stakeholder context already embedded in the team’s work.

Alyve helped VSC build enough structure to move, and enough confidence for the team to make AI useful in practice.

Building AI capability across your team?

AI adoption becomes real when people can connect it to the work they already do.

Alyve helps organisations move from AI interest to practical capability through strategy, governance, enablement, coaching and internal champion models.

If your team has started talking about AI but is still unsure how to use it well, start with the workflows where confidence needs to form first.

Helping a tourism team make AI part of everyday work

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12

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Opportunity

Solution

Outcome

Building AI capability across your team?

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