Fab Partners · Deep Navigation Scan · Example report

Prepared for Annika Strand Group COO, Nordic logistics group, 1,400 employees Written after our second session, 10 October 2026

Your navigation brief.

Your situation: asked to lead the work on AI, without a clear mandate

Annika, most of what makes you valuable to the company is judgement. Right now a large share of that judgement goes to coordination that others, or AI, could carry. Over the next six months we will work to give two or three half-days of your week back to the things only you can do.

4 of 10half-days a week go to work that AI could already do most of.Room to change
3 of 10half-days go to the work that most defines your value.Less than it should be
72 of 100for how hard your contribution is to replace. Higher than most of your peers.A real strength
3 of 6for your own use of AI. The work around you is at step 2, and the decisions about AI at step 1.Uneven

Part 02 · Use of time and delegationWhat could change hands

Six routine tasks take about four of your ten half-days, and AI already handles that kind of work well. The four tasks that depend most on you, and on trust built over many years, share about three.

Each circle is a recurring task. Its size is a rough estimate: an hour or two, a few hours, or half a day or more each week. The placement comes from your answers in the self-assessment. Hover over a circle to read more.

Our calendar review in the first Scan session, and the self-assessment

Show as a table
TaskGroupTime a week, roughly

Today, at month 3 and at month 6How your week could change

Think of the week as ten half-days. The aim is not a shorter week but a different one: two more half-days for the work you keep close, and one half-day left unplanned, simply for thinking.

Your own estimate, checked against the calendar. We look again at month 3 and month 6

Three things I noticed

Where you are most exposed

Being the one who always knows the numbers. Summaries and reconciliations are exactly what AI is getting good at, and today they take a large part of your week.

What is hardest to replace

Your ability to keep the union representatives, the board and the operating teams together through a difficult decision. That trust has taken eleven years to build.

Something to look at together

You describe the AI mandate as a technology task. Your answers suggest it is just as much about who shapes the operating model. That is worth talking through early.

Parts 01 to 07Your results across the seven areas

Your result Typical range for senior operations leaders (the middle half)
0255075100

A higher number is better on every line. Mental load is shown as the room you have left, so a low number means there is little room. The eighth part of the Scan is your first experiment, described further down.

The self-assessments you completed before the Scan

Part 05 · Influence and trustThe people around the mandate

Supports you Has not decided Has doubts

The CFO and the CIO stand at about the same distance from you, and neither has yet taken a position on who should own AI. I suggest we look at this in one of the first sessions, while the question is still open.

Part 06 · Mental loadThe heaviest moments of your week

Thursday is where the pressure gathers. The board material is prepared then, and it often runs into the evening. Tuesday afternoon comes second, with steering meetings back to back.

You marked the three heaviest moments of a normal week in our first session

Part 07 · Use of AI toolsHow AI is used in your work

Today Target for month 6

Your own use is ahead of the organisation around you, and the decisions about AI are furthest behind. That gap is the real work. It is not about using AI more yourself, but about making sure someone owns it, and that the routines no longer depend on you.

What the six steps look like in your work

Your self-assessment and our calendar review. We place the three strands again at month 3 and month 6

Part 08Your first experiment

Four weeks from 19 October · We look at it together on 16 November

Let your business controller take over the weekly status summary and the KPI reconciliation, with AI writing the first draft. Use the time you get back for two protected blocks a week on the network redesign.

Mondays the status note went out without you rewriting itaim: 3 of 4A simple yes or no each week.
Thinking blocks you actually keptaim: 6 of 8Two blocks of 90 minutes a week. You count them in your note before the session.
Errors that reach the board materialaim: noneIf one significant error gets through, we pause and look at why.

Week 1

Map what goes in

Write down every source behind the Monday status note, and agree with your business controller what the draft should look like.

Week 2

Run both versions

The AI draft and your own version side by side. Just notice what you would have changed.

Week 3

Let go of your version

You read and comment, but you do not rewrite. Keep both thinking blocks.

Week 4 · Session 3

Look at it together

We go through the numbers and decide whether to keep it, change it or stop. If it works, the KPI reconciliation is next.

The Navigation ProgrammeYour plan for the next six months

12 sessions, every second Monday, 08:00 to 09:00 by video · Hover for details

Goal 1At least 5 of your 10 half-days on the work you keep close. Today it is about 3.
Goal 2A result of 55 or more in use of time and delegation. Today it is 34.
Goal 3A written agreement with the CEO on who owns AI in the company, in place by the end of January.

My honest view is that the programme is worth doing for you. The exposure is real, but your position is strong, and most of what needs to change is within your own control.

No time logging, no appsHow we will follow your progress

About two minutesA short note before each session

The day before we meet, you answer three questions. Did more or less of your time go to the work you keep close? How many thinking blocks did you keep? How heavy did the last two weeks feel?

I send you a personal link the day before. It opens on your phone with your name and the session already filled in, so you tap three answers and press send.

15 minutes, in the sessionA look at your calendar together

Three times: in the Scan, at month 3 and at month 6. We open the last two weeks of your calendar and sort it roughly into the four groups. I do the sorting, you correct me.

20 minutes, twiceThe self-assessments again

At month 3 you retake the most relevant one, and at month 6 all seven. Five colleagues answer four short questions at the start and near the end.

The numbers in your reports will always be rough, and that is deliberate. They are there to support our conversations, not to replace them.

To think about before we start

No need to write anything down. Bring what comes to mind.

FirstIf the status note wrote itself, what would you want to be known for instead?
SecondWho do you think should own AI in the company, and what would it mean for you to say so first?
ThirdWhich of your Thursday commitments are really needed for the decision, and which are there mostly out of habit?