Fab Partners · Navigation Programme · Example report
Prepared for Annika StrandGroup COO, Nordic logistics group, 1,400 employeesWritten after our twelfth session, 12 April 2027
Six months on.
Closing review of the Navigation Programme
Annika, more of your week is now yours. The routine reporting runs without you, the question of who owns AI has been settled, and Thursdays end at a normal hour. One of the three goals was only partly reached, and I want to be honest about that too.
4½ of 10half-days on the work you keep close. In October it was about 3.Clearly more
1 of 10half-day on work that AI could do. In October it was about 4.Much less routine
33 of 44thinking blocks kept, counted in your notes before each session.Three in four
4 of 6for AI in the work around you. In October it was step 2. Recurring work now runs through routines your team owns.Two steps up
Agreed in our first session, 19 OctoberThe three goals
OctoberAprilGoal
Goal 1 · Nearly reached
At least 5 of your 10 half-days on the work you keep close.
You ended at about four and a half. The rest went to the restructuring in March, which needed more of you than we had planned for. I think that was the right call.
Goal 2 · Reached
A result of 55 or more in use of time and delegation.
From 34 to 61. The biggest single change in the whole review.
Goal 3 · Reached, three weeks late
A written agreement with the CEO on who owns AI, by the end of January.
Signed on 18 February. You and the CIO now share the mandate, with the CFO as sponsor.
October and April on the same mapWhat changed hands
The tasks themselves are where they were. What has changed is how much of your time they take. The routine reporting has shrunk from about four half-days a week to one, and the work you keep close has grown from about three to four and a half.
The dashed circle shows roughly how much time a task took in October, the filled circle in April. An arrow after the name shows which way it moved. Hover over a circle for both estimates.
Our calendar reviews in the Scan and in session 12
Show as a table
Task
Group
October, roughly
April, roughly
October, January and AprilYour week over the six months
Most of the change came in the first three months, as the reporting moved to your business controller. In the second half the change was smaller, but the time you won back went to the right places.
Calendar reviews in the Scan, in session 6 and in session 12
In your own words
In October I thought my task was to find an AI strategy. It turned out the task was to stop being the company's spreadsheet.
Annika, in session 12
The self-assessments, retaken in AprilYour results then and now
OctoberAprilTypical range for senior operations leaders
0255075100
Quality of decisions hardly moved, which is as expected. It was already your strongest area. Room in your mental load has almost doubled, but is still at the lower end of the typical range.
The self-assessments, taken before the Scan and again in April
Placed again in session 12How AI is used in your work, then and now
OctoberAprilTarget
The work around you moved furthest, from trying to built in. The decisions about AI moved from no owner to a shared mandate. Value is not yet measured across all the AI work, so step 5 is still ahead, and that is a good place to start the monthly follow-up.
Your self-assessment and our calendar reviews in the Scan and in session 12
Influence and trustThe people around the mandate
Supports youHas not decidedHas doubts
October
April
The CIO is now someone you work closely with, and the two of you share the AI mandate. The union representatives are not yet convinced, but they are no longer against it. That is where the next part of the work lies. Names in bold have moved since October.
Your short notes before each sessionTwo weeks at a time
Hover over a session for details
The line is not straight, and it should not be. The weeks around the restructuring in March were heavier, and less of your time went to the work you keep close. What matters is that you came back to your thinking blocks each time.
Three questions answered the day before each session, about two minutes each time
Mental loadThe heaviest moments of your week
October
April
Thursday is still the heaviest day, but the pressure has moved from the evening to the afternoon. The board material is now a short pre-read, and it is done by five. The new heavy moments are ones you chose: time with your directors and the network redesign.
You marked the three heaviest moments of a normal week, in the Scan and again in session 12
From the notes after each sessionWhat you tried along the way
KeptChangedStopped
Six experiments in six months. Four were kept as they were, one was changed and one was stopped. Stopping one is part of the method: it showed that the directors learn better from a colleague than from a meeting.
Five colleagues, asked in October and again in MarchWhat others have noticed
OctoberMarch
12345
Average answers on a scale from 1 (rarely) to 5 (almost always). The five were two of your directors, the CFO, the head of data and your business controller. Their answers are anonymous to you.
What I suggest from here
Monthly follow-up, from May
You do not need the full programme any more. What I would suggest is one session a month, to keep the new habits in place and to prepare for the talks with the union representatives about the network redesign this autumn.
If that feels like too much, it is also fine to stop here. You know the tools, and the routines are in place.
ThursdaysThe load is lower, but it is the first thing to grow back when the pressure rises.
One person carries the routinesMuch of the new reporting depends on your business controller. It would be wise to write it down and train one more person.
The union representativesThey have moved from doubt to waiting. The autumn talks will decide which way they go.