Every whiteboard session starts the same way. Someone opens a blank canvas, spends the first 15 to 20 minutes drawing boxes and agreeing headings, and the actual thinking starts late. After the session, the board is exported, tidied up and emailed around, and the actions often get lost on the way.

The Whiteboard Launcher assistant removes that setup time. You describe what you want in everyday language through Quick Asks in Evo Navigator, attach the documents that matter, and Evo opens a whiteboard with the structure already in place. Your team spends its time on the discussion, not the layout.

What this means in practice:

Quick Asks is the prompt box at the top of Evo Navigator (“What would you like to do today?”). You tell it what you need and it gets on with it. Selecting an assistant tells Navigator which one should handle your request.

The Quick Ask box in Evo Navigator with Whiteboard Launcher shown under Selected assistants]

You only need to do this when you want to build a whiteboard. Leave it off for everyday questions.

A brainstorm is the quickest way to see what the Launcher does, and it needs no documents. It is also a good way to introduce a team to Whiteboard for the first time.

Copy the reusable prompt below into the Quick Ask box and replace the square-bracket text with your own details.

Create a whiteboard for [PURPOSE OR TOPIC].

Audience: [who will use the board, e.g. my HR team of eight].

Structure: [the sections you want, e.g. Ideas, Themes, Quick wins, Parked for later].

Use only the information I have given here and any files I have attached. Do not invent facts, names, figures or dates. Where information is missing, add a note marked "To confirm".

Group similar ideas into themes and give each theme a short title.

Finish with a "Next steps" section containing no more than five actions, each with a suggested owner role.

Try it now with a real example:

Create a brainstorming whiteboard for ways to improve the first 30 days for new starters in our organisation.

Audience: HR, line managers and IT, around ten people in a 45-minute session.

Structure: Ideas by week (Week 1, Week 2, Weeks 3 and 4), Themes, Quick wins, Parked for later.

Seed the board with a few starter prompts in each section to get the conversation going. Do not invent facts or statistics. Group similar ideas into themes and give each theme a short title.

Finish with a "Next steps" section containing no more than five actions, each with a suggested owner role.

Why this prompt works: it names the purpose, the audience and the structure, it stops the AI inventing detail, and it ends with actions. Those four things are the pattern for every example below.

The problem it solves: SWOT sessions often rely on whatever people remember on the day. The board reflects opinion, not evidence, and the useful material sits in documents nobody has time to re-read.

Upload first: use Attach to add the documents that describe your current position. Good candidates:

Create a SWOT analysis whiteboard for [TEAM, PROJECT OR ORGANISATION].

Use only the attached documents as your source. Do not use outside knowledge and do not invent anything.

Layout: four quadrants for Strengths, Weaknesses, Opportunities and Threats, followed by a fifth section called "Priority actions".

For each quadrant:

For "Priority actions", suggest three actions: one that uses a strength to take an opportunity, one that fixes a weakness, and one that protects against a threat.

Add a final section called "Gaps and assumptions" listing anything you could not support from the documents, so the team can discuss it.

What to check: every point has a source note, the ranking makes sense to the people in the room, and anything under “Gaps and assumptions” is discussed before it is treated as fact.

Follow-up prompt: Challenge this SWOT. Which points rely on a single source, and what evidence would strengthen or disprove them?

The problem it solves: processes such as onboarding live in documents and in people’s heads. Handoffs and delays stay invisible until someone draws the process out, and that usually means a separate mapping tool, a licence and an export.

Upload first: the SOP, procedure or checklist for the process.

Create a process map whiteboard for [PROCESS, e.g. new starter onboarding].

Use only the attached document as your source. Do not invent steps, systems or timings.

Layout: swim lanes by role (for example HR, line manager, IT, new starter) with the steps in order from left to right.

For each step, show who owns it, what system or document is used, and any decision point or handoff.

Mark with a note any step where the document suggests delay, rework or unclear ownership.

Add a section called "Questions to confirm" for anything the document does not make clear.

What to check: walk through the map with someone who does the job. The map is only as good as the document, so expect the “Questions to confirm” section to start useful conversations.

The problem it solves: projects drift when goals, roles and next steps are scattered across emails and documents. A kickoff board puts them in one place that everyone can see and refer back to.

Upload first: the project brief, charter or proposal.

Create a project kickoff whiteboard for [PROJECT NAME].

Use only the attached project brief as your source. Do not invent dates, budgets or names.

Sections:

Where the brief does not cover a section, leave a note marked "To confirm" instead of filling the gap.

What to check: use the “To confirm” notes as the agenda for your kickoff meeting. Anything left unresolved after the session becomes an action.

The problem it solves: after a workshop, someone spends hours turning notes into a tidy list of decisions and actions, and some never make it out. Setting up the board to capture them as the session runs removes most of that.

Before the session, create the board:

Create a workshop whiteboard for [WORKSHOP TITLE].

Purpose: [what the session needs to achieve].

Duration: [e.g. 90 minutes].

Sections:

Leave the Discussion, Decisions and Actions sections empty for the team to fill in during the session. Do not invent any content.

During the session, one person captures decisions and actions in the board as they are agreed, so the team can see and correct them in the room.

After the session, if you have meeting notes or a transcript, attach them and ask:

Compare the attached notes with the Decisions and Actions sections of this workshop board. List any decision or action that appears in the notes but is missing from the board. Do not add anything that is not in the notes.