AP-HM · 2026
Training the hospital management on generative AI
For the Assistance Publique-Hôpitaux de Marseille, an upskilling programme built for the management layer — directors, department heads, administrative leadership.
Management upskilling
AI is reshaping every industry. Albert School and Audemars Piguet can be 360° partners to navigate this journey of innovation together.
Working document prepared for Audemars Piguet. May 2026.
650
students
5
European campuses
38
nationalities
Why this conversation
Albert School turns five. Audemars Piguet stands on 150 years of craft — at the precise moment AI is reshaping every industry.
This is not a standard commercial outreach. Audemars Piguet is an organisation with which we want to engage a structured partnership conversation. Albert School, on its side, has just reached the scale where it can be a partner at scale.
Albert School · Quick recap
A quick recap to align on the basics.
The dual foundation
Mines Paris-PSL (founding member of Université PSL, #28 worldwide QS Rankings) + European founders (Xavier Niel, Bernard Arnault, Rodolphe Saadé).
The pedagogical model
Five integrated years Bachelor → Master across four pillars: Mathematics, Business, Data, Humanities. Tracks in Data for Business, Finance, Sustainability + MSc AI & Entrepreneurship in apprenticeship.
The perimeter
650 students · 5 campuses (Paris, Madrid, Milan, Geneva, Marseille) · 38 nationalities · founded in 2021.
Paris
Madrid
Milan
Geneva
Marseille
Our direction
Albert School is going big. The Future Partners architecture is how we get there.
The school has reached the inflection point where it cannot scale by adding programs alone. The next chapter is a deliberate move to build a network of partner companies engaged on the long horizon — talent, training, research, innovation. We call it Future Partners. It is the architecture for how Albert School and the most ambitious organisations in Europe grow together.
Pillar 01
Talent at scale
A continuous pipeline of hybrid graduates — Business × Data × AI × Humanities — flowing into partner organisations through internships, apprenticeships, and full-time hires.
Pillar 02
Continuing education at the edge
Executive Education designed for how teams operate when AI augments individual output. Bespoke interventions, calibrated to the partner's reality.
Pillar 03
Research and innovation, shared
Joint research on the transformations AI imposes on training, hiring, and management. A space where partner companies and academic teams build the playbook for the next decade.
Future Partners is a small network by design. We are choosing the organisations we want to walk this path with — selecting partners that hold a singular standard in their sector. Audemars Piguet is a priority partner for us.
Why this matters — the three things AI broke
AI didn't just augment work. It broke three specific things in how we train, hire, and manage.
The Future Partners architecture exists to address three precise ruptures AI has opened. Every program Albert School delivers — Executive Education, Business Deep Dives, apprenticeship pipelines, joint research — is calibrated against these three. Presented here because they are the conceptual scaffolding for everything that follows.
I
The half-life of technological knowledge has collapsed.
Self-directed learning is no longer a pedagogical virtue. It is a survival requirement.
Frameworks, tools, methods that professionals learn this year are largely obsolete in three. No fixed curriculum survives contact with the real world long enough to justify itself. The only durable response is to build the capacity to learn fast, alone, on any new tool — not to keep updating the content around the learner.
II
AI made ignorance invisible.
AI destroyed the friction that used to make "I don't know" visible.
Before AI, not knowing created friction. You had to search, ask, consult — and the act of searching produced a metacognitive signal that told you where your understanding ended. AI has eliminated that friction. A professional can produce fluent, confident, well-structured analysis on topics they do not understand — with no warning signal. The most dangerous junior in any organisation is the one who, armed with AI, produces polished wrong work at scale, and has never been trained to doubt it.
III
The production standard has doubled. The training standard has not.
The real challenge is no longer training. It's hiring and managing AI-augmented profiles.
A skilled professional using AI today produces — conservatively — twice what they produced without it. No HR framework has moved to reflect this. Accreditation, performance evaluation, career progression, team composition, salary bands — all built around the old standard. For organisations whose competitive advantage depends on attracting and growing rare talent, this is the structural challenge of the next five years.
Three ruptures. One framework to address them.
Executive Education · The matrix
Three levels, two stages — one matrix of where we plug in.
Over the last twelve months, we have specialised our Executive Education practice around a simple matrix. Three rows for the level of intervention — individual, team, governance. Two columns for the stage of the partner organisation's AI journey — ideation of the AI roadmap, or prioritisation and roll-out at scale. Six cells, each a different conversation. For Audemars Piguet, the right entry point depends on where you stand on this map — and is something we want to calibrate together.
A. Ideation of the AI Roadmap
mapping where AI fits
B. Prioritisation & Roll-Out at Scale
unblocking or accelerating an existing roadmap
1. Individual Productivity
tools usage, day-to-day adoption
Awareness, foundational prompting, first use-cases.
Role-by-role power-user training.
2. Team Productivity
agentic workflows, AI Ambassadors
Design the AI Ambassador community.
Build agentic workflows in production, diffuse via the network.
3. Strategic Governance
ExCo training, the elephants in the room
ExCo training on cost trajectory, change management, workforce impact, sustainability impact of AI.
Governance frameworks for roll-out at scale — KPI architecture, escalation paths, risk reviews, communications strategy, board-level reporting cadence.
A calibrated complement, not a substitute.
Our Executive Education offer is designed to activate as a complement to your internal capability — wherever you stand on the matrix. Whether the priority is broad acculturation, an AI Ambassador community for your business lines, or an ExCo-level conversation on cost trajectory, change management and governance, the format calibrates to the actual question on the table. Not a substitute to your internal organism; a calibrated complement.
Executive Education · Three scales
From individual contributor to senior governance — the same method, three scales.
Three delivered cases, one per row of the matrix — to give the range.
Club Med · 2026
Building the AI Ambassador community
AI Ambassador programme training internal relays in each business line — HR, marketing, operations, finance. The multiplier, not frontal training.
Network effect
Société Générale · 2026
Aligning 24 executive committees on AI — 250 dirigeants, 20 cohorts
One immersive day per executive committee. Strategic kickoff, hands-on Copilot workshop, agents workshop with POC construction. Format replicated identically across 20 cohorts. Satisfaction sustained at 8.7/10.
Strategic alignment at group scale
Each engagement was custom. None is a template we re-applied. That is the point — Executive Education at Albert School calibrates to the actual question on the table, not to a pre-packaged curriculum.
Business Deep Dives · The next natural pillar
The Business Deep Dive is the engine that connects Albert students to partner organisations — and the most natural entry point to start with Audemars Piguet.
A real brief. A student team. From 2 days to 4 weeks of supervised work. A final presentation to the company jury. For a group like Audemars Piguet, with dozens of strategic questions in a sector under fast transformation, the BDD is the format that converts curiosity into a concrete deliverable — and puts your teams in direct contact with a cohort of Business × Data × AI × Humanities students.
2–3 days
Sprint
Compressed format for short strategic questions.
3 weeks
Business Challenge
Standard format. Business, data, or AI case framed by Albert coaches.
3 weeks
Studio
Prototype format. Students deliver a tangible artefact.
4 weeks
Research-to-Business
Tri-partite with a Mines Paris-PSL research lab. For topics where science is a lever.
4 weeks
Full Entrepreneurial Experience
Pure entrepreneurial format with internal mentors.
8 BDDs per Bachelor student per year. No repeat of company-format pairings. Multi-campus, cross-track, year-round. For Audemars Piguet, whose international footprint spans manufacture, distribution and brand, this means a permanent calendar of engagement windows — short or long — triggered on demand, and anchored in the geography where you want them.
Why this requires a school
Five centuries of schools. One reason the Future Partners architecture requires one.
Five centuries separate the two images above. They share an idea that no other institution reproduces. A school is the place where disciplines converge, where talent is formed across cohorts, where knowledge is built rather than purchased. For Audemars Piguet, the practical implication is direct: the value Albert can deliver — talent flow, applied research, multi-disciplinary breadth, generational time horizon, institutional credibility — is what a vendor relationship by structure cannot.
Pillar 01
Talent at flow
Students entering your organisation through apprenticeship, internship, and full-time hire. A training provider has no graduating cohort. A school does — every year, by design.
Pillar 02
Research as a partner
Applied research, co-publication, co-funding on the long horizon. A training provider delivers content. A school produces knowledge — and shares the authorship.
Pillar 03
Multi-disciplinary breadth
Mathematics, Business, Data, Humanities — under one roof, in the same curriculum. A training provider specialises in one slice. A school holds the whole and connects the parts.
Pillar 04
Time horizon of decades
Student cohorts grow with you for ten, twenty years. The relationship compounds. A training provider's contract is annual; a school's is generational.
Pillar 05
Institutional anchor
Mines Paris-PSL as founding partner. Leading European entrepreneurs as backers. A school carries the weight of the institutions behind it — not just the trainers it deploys.
The innovation flywheel has six pillars. A training provider can light one of them. Only a school can power them all.
This is why the conversation Albert School wants to have with Audemars Piguet is a partnership conversation — not a vendor conversation. The next sections describe the framework, the mechanic, and the combinations we want to test with you.
Future Partners · The six entries
Six entries. Calibrate together, at your pace.
The Future Partners framework articulates six dimensions of the partnership. None is mandatory; none is exclusive. For Audemars Piguet, the natural entry point is an ExecEd journey to upskill their teams, combined with the opportunity to scale the impact and build further through a Studio Business Deep Dive. But the conversation we want to open is broader: which mix of pillars makes sense for you over the next twelve to twenty-four months, and at what cadence?
01
Talent Access
Company presentations, recruitment, internships, apprenticeships, early-career opportunities.
02
Business Deep Dives
Real briefs, structured as pedagogical projects. The visibility format and entry point to the broader collaboration.
03
Executive Education
Custom programmes for managers and teams. Activated for specific transformations.
04
Innovation & Experimentation
A protected space to prototype AI use cases, test emerging topics, challenge hypotheses.
05
Thought Leadership
Co-creation of content, events, panels, white papers, executive briefings on the future of work and AI transformation.
06
Strategic Community
A curated network of organisations engaged on the same questions — peers walking the same path.
A seventh entry — co-funding a research chair.
For the deepest engagements, we are opening conversations on co-funded research chairs — applied, co-authored, co-published. A way to give the questions that matter most to Audemars Piguet a structuring academic voice on the long horizon.
The mechanic · Two flywheels that feed each other
Future Partners is not a service catalogue. It is a double flywheel — Albert School's loop and the partner organisation's loop, coupled.
The framework works because each pillar of engagement reinforces every other pillar — for both sides. Albert School gets richer cases, stronger placements, sharper reputation. The partner organisation gets earlier access to talent, faster AI adoption, stronger competitive position. The two flywheels are coupled: a turn on one side accelerates the other. Below, the two loops side by side.
How the two loops couple.
Albert School supplies the partner with talent and applied research. The partner supplies Albert with real cases and reputation. Each turn on one side accelerates the other. For Audemars Piguet, the loop has not yet started turning. That is precisely what this page proposes: start a first turn, and observe together how the two flywheels amplify each other.
Executive Education + Business Deep Dive
Executive Education + Business Deep Dive
The single-pillar engagement model — a BDD alone, an ExecEd module alone — has taken us a long way. The next horizon is in the combinations. The pairing below is a net new format we will be testing with a small number of priority partners next year. Audemars Piguet is an institution with which we'd like to open the test — for the breadth of strategic questions you face, and for the long horizon you operate on.
Test partner needed
Combination — Executive Education + Business Deep Dive
What it is: a partner organisation runs a Business Deep Dive on a strategic question — and the team inside the organisation that owns the question goes through a calibrated Executive Education module in parallel. Two parallel learning curves, one shared question. A net new format we are opening to a small number of priority partners next year.
What it could be at Audemars Piguet: an ExecEd journey to upskill the teams that own AI inside the group, paired with a Studio Business Deep Dive on a strategic question chosen by your teams — for instance on the integration of AI into design, manufacturing or client relationship workflows. Two parallel learning curves, one shared strategic question.
This combination is designed to be tested at scale. Audemars Piguet has both the breadth and the strategic urgency to put it in motion — and would be among the first priority partners to run it next year.
Three paths to start
Three concrete paths to launch the partnership starting autumn 2026.
No fixed menu. No bundle to sign in one block. Three concrete paths that can be activated independently or together, at your pace.
Move 01
Executive Education programme for Audemars Piguet's 3,000 collaborators
A group-wide ExecEd journey calibrated to Audemars Piguet's reality — designed to upskill the 3,000 collaborators on AI: from foundational fluency for individual productivity, to AI Ambassador communities inside the business lines, to an ExCo-level conversation on governance, cost trajectory and change management. Scope and cadence to calibrate together.
The fastest way to put AI capability inside the group at scale. Activatable in cohorts from autumn 2026.
Move 02
First Business Deep Dive in autumn 2026
A BDD on a topic Audemars Piguet chooses — Business Challenge (3 weeks, broad strategic question) or Studio (3 weeks or sprint, tangible prototype). Format to calibrate together at the next conversation.
The most natural entry point on the talent and innovation side. Decision possible by end of June for a September / October start.
Move 03
Multi-year Future Partners framework — keep the AI strategy a living one
A 2- or 3-year framework agreement between the two groups, covering the Future Partners menu and allowing each pillar to be activated without renegotiation. The point is to keep Audemars Piguet's AI strategy a living framework — revisited, recalibrated and extended together as the technology, the teams and the questions evolve.
The architecture that turns a first activation into a structured partnership. To discuss once the first two moves are engaged.
Three paths. Each independently activatable. The first is the trigger.
To go further
Albert School in ninety seconds.
Albert School video — to be embedded
The official school presentation — for anything beyond today's conversation.
Contacts
To continue the conversation.
Albert School contacts
- Angelo Antinoro — General Manager, Executive Education & Corporate Relations · aantinoro@albertschool.com
- Henry Koopman — Account Executive · hkoopman@albertschool.com
- Matteo Bianchi — Director of Switzerland · mbianchi@albertschool.com
Albert School · Paris · 2026