Beyond training on how to use AI,
Education that redesigns the leader's role and the organization's working methods in the AI era.
"We provided AI training. But how much has our company's way of working actually changed?"
We provided employees with AI accounts and conducted generative AI training. Writing documents and organizing materials has become much easier.
Yet important decisions are still delayed, communication between departments remains difficult, and aren't you still dependent on your staff members' time and capabilities for every new initiative?
Then it's time to change the question in your next training.
Beyond "How will we use AI,"
"What must leaders do in the AI era, and how should organizations work?"
This is why we introduce 『Nano Venture』 to those preparing corporate AI lectures, executive training, and team leader leadership programs. 『Nano Venture』, written by authors Song In-hyuk and Lee Eun-young together, goes beyond the adoption of AI tools and contains the process of failure and comeback experienced in actual business settings, as well as experiences of redesigning how organizations work.
"I see there's a desire to reduce others' trial and error."
A reader of 『Nano Venture』 left this feedback.
"There are so many things the author wanted to share. They've experienced so much.
So I felt there was a desire to reduce others' trial and error by sharing and recording it."
— From reader feedback on 『Nano Venture』
I was glad to see this feedback not only because it meant the book was good. It was because the reader understood why we wanted to record and share this story.
When you do business, you encounter problems that can't be solved by just working hard. Even as contracts increase, peace of mind doesn't come, and even as the organization grows, the burden on the leader and members doesn't decrease. Caught up in immediate work, there's often no time to reflect on how things are being done.
What's needed then is not just the words "work harder."
It's examining what went wrong, which choices need to be reversed, and what methods we've taken for granted should be changed.
What we want to share at the 『Nano Venture』 corporate lecture is not just successful results. It's the trial and error and decisions that led to those results, and the working methods that had to change to start again.
It's a time to bring the experiences of different organizations to your own questions so that your organization doesn't repeat the same mistakes.
The Role of Leaders in the AI Era: We Must Design What Comes After "Try Using AI"
Encouraging AI adoption and creating an organization where AI actually works are different challenges.
It's not enough to just introduce new tools to team members; you must together decide what problems to solve, how much to delegate, and what judgments people should make. 『Nano Venture』 addresses not only the stages of AI adoption, but also how organizations accumulate experience, the roles leaders must take on, and how members work proactively.
In corporate AI leadership training, you can pose these questions:
What's the first thing we need to change in our team?
We start by examining whether it's recurring tasks, information scattered across places that needs to be rechecked each time, or work that takes time for review and approval.
How do we distinguish between tasks to delegate to AI and decisions that people must take responsibility for?
Processing tasks quickly and being able to trust the results are separate issues. We need a perspective that together sets the purpose of the work, review standards, and scope of responsibility.
How can we preserve one person's know-how as organizational capability?
We shouldn't just save successful results—we need to be able to use the reasoning behind those decisions and what modifications were made in future tasks.
These questions don't apply only to technical staff. They are organizational management issues that leaders, executives, team managers, and team members must consider together.
Leadership training in the AI era should start from understanding new technology and extend to how we lead the people and organization that will work with that technology.
The core of the AX transformation is organizational redesign to accomplish bigger things.
The change we want to communicate through 『Nano Venture』 is not simply cost reduction or workforce reduction.
It's changing the structure of work so that people's potential can unfold more fully.
For example, suppose we quickly created a proposal draft with AI. But what if the necessary customer information is scattered across multiple places, review standards differ by person, and there's no record of why changes were made? Draft creation became faster, but the overall task could still be blocked.
What we need to examine then is not just one tool, but the entire workflow of the task.
It's designing together—what information to base the work on, who reviews at what point, and how modifications are reflected in the next task.
Corporate AX transformation training also aims in the same direction. It's a time to move beyond improving individuals' AI utilization skills and consider how organizations work in a way that connects planning, execution, review, and learning.
UniqueGood Company's AI and AX corporate training also separates lectures that help understand the changes AI brings to industries and organizations from hands-on workshops that examine actual work flows and identify implementation tasks. Depending on the training's purpose, we can consult on where to place emphasis between awareness change and on-the-job application.
From Questions in the Book to the Corporate Lecture Venue
The story of 『Nano Venture』 continues beyond the book in AI and AX lecture settings as well.
At the KICEF 2026 Industrial Complex M.AX Innovation Summit, CEO Lee Eun-young's Nano Venture special lecture addressed organizational AX transformation and how to work in the AI era. It was a venue that connected understanding of AI technology changes to the question "So how should our organization work?"
This connection is equally important in corporate training.
It's not ending with the amazement of "Wow, AI has advanced so much," but making people think "What should we change in our company?"
It's not stopping at hearing about the need for change, but having leaders and members begin conversations around the same problem.
We hope it becomes a starting point for moving from organizations that know about AI to organizations that execute with AI.
A Necessary Question for Institutions Preparing for "AI for Everyone" and "Entrepreneurship for Everyone"
The reader feedback introduced earlier continues with this statement:
"It's a book that stimulates young people's spirit of challenge."
— From reader feedback on 『Nano Venture』
This response shows why 『Nano Venture』 needs to meet not only corporate executives but also those preparing to start businesses.
What we want to communicate in startup education is not the idea that "anyone can succeed easily with just AI."
It's the idea that even if not all conditions are in place yet, we should find what we can try first with the experience and problem awareness we have now.
Meet on these topics depending on the educational goals of your company or organization
Executive and Manager Training
The Role of Leaders in the AI Era and AX Transformation: What Should We Change First in Our Organization?
This is a topic that doesn't leave AI adoption as an individual implementer's task, but examines it from the perspective of management and organizational operations. We propose it as education that together considers leaders' decision-making, work priorities, and the division of roles between people and AI.
Company-wide Training, Core Talent Development, and Organizational Culture Training
Beyond People Using AI to an Organization That Solves Problems Together with AI
This topic addresses how members move beyond each using convenient tools to a way of defining and executing problems together. Depending on the training audience from new employees to middle managers, focus can be placed on initiative, collaboration, and sharing and learning from experience.
Startup Academy, Accelerator, and Prospective Entrepreneur Training
Nano Venture Era Entrepreneurship: How to Connect Small Beginnings to Actual Business
This is a topic that considers what needs to be prepared between startup ideas and actual operations. For institutions planning AI startup education, youth startup special lectures, and entrepreneurship training, it can be reviewed in a direction that addresses both the motivation for challenge and the perspective of execution.
『Nano Venture』 Author Corporate Lecture and AI Training Inquiries
Are you preparing a lecture that goes beyond introducing new AI tools to thinking together about why your organization needs to change and how it can be different?
Based on authors Song In-hyuk and Lee Eun-young's 『Nano Venture』, please consult on corporate AI lectures, AI era leadership training, AX transformation and organizational redesign special lectures, and the direction of startup education.
When inquiring, it helps with detailed discussion of educational purposes if you provide the company or organization name, target audience and number of people, preferred dates and lecture duration, and the challenges you want to address together through this training.
UniqueGood Company Lecture and Training Inquiries
Email: create@realworld.to
https://business.realworld.to/edu
What matters more than the fact of having learned about AI is what you do differently after learning.
From a company that uses AI to a company that operates with AI.
With 『Nano Venture』, question what your organization's next working method will be.