Nordvik Region and Hansa Mutual: Conclusions for Two Organisations

All courses / AI Boss / Module 7 / Chapter 32

Learning objectives

After the lesson the participant can:

Summarise each organisation's end-of-year position per management function against the book's default ceilings.
Explain why the two organisations reached different priorities from the same functions and the same rule.
Distinguish what transfers between organisations from what does not.
Draft a 24-month plan with ordered measures, owners, verifications and conditions under which a degree may rise.

Key concepts

Different levers: Nordvik mostly procures, so its lever is the contract and the acceptance test; Hansa mostly builds, so its lever is the allocation rule and the release. The form of co-determination explains the rest of the difference.
Holding the evidence: Nordvik's answer: a public authority can govern an AI boss it mostly buys only to the extent that it holds the profile, the stop path, the records, the contest path and the oversight figures itself.
Policy as a set of artefacts: Hansa's answer: the group policy is not one document but a set: the decision-rights file, a baseline of controls in all seven markets, the change-class annex, the transparency register and the delegation register.
Ordering by what is protected: The default order of a plan: weak oversight before new delegation, protective constraints before efficiency, and M3 Consequence before M1 Direction. A freeze is a measure in the plan, not a footnote.
Conditions for raising a degree: Written as thresholds. By default no raise without two consecutive periods of oversight figures above their floors and a reversibility test passed without conditions.

Interactive exercises

Do them here and get feedback at once. Choose a card and then where it belongs, or drag it.

Interactive exercise 1 · Sort

Nordvik Region or Hansa Mutual?

Sort each statement under the organisation that Chapter 32 says it describes.

Interactive exercise 2 · Scenario

A request to raise a degree

Apply the chapter's practical guide for a 24-month plan, and its default conditions for raising a degree, to the situation below.

Teaching plan

15 min	The teacher presents the two questions asked in November 2026 and the table of the two delegation registers at the end of the year against the ceilings.
20 min	Two groups prepare a three-minute report to the governing body, one as Nordvik's HR director and one as Hansa's chief HR officer: what went right, what went wrong, what is still to decide.
15 min	Discussion of where the organisations differ and why, what transfers and what does not, and the three questions that remain unresolved.
30 min	Exercise: groups turn a year's records into a 24-month plan with at most three decisions for the management body.
10 min	Debrief with the seven lessons for other organisations; each participant names the one they would act on first.

Discussion

Nordvik's first right decision was to pause and not defend. What did the pause cost the Region and what did it gain?
Hansa's board has to decide whether the group's AI boss is one system with seven sets of conditions or seven systems. What follows from each answer?
The chapter advises treating the number of representative bodies as the pace of change. How would that change a rollout plan you know?

Written exercise

Exercise · 30 minutes

From a year's records to a 24-month plan

Following the chapter's practical guide, turn a year's records into a plan for the next 24 months, for Nordvik Region, Hansa Mutual or your own organisation. List the decisions of the year and mark each as done, in progress or reopened. For each management function, read the end-of-year degree against the ceiling and list every reversibility test passed with conditions and every freeze in force. Write five measures, ordered by what they protect, each with one owner by role, a period, the representatives' part and a verification that produces evidence. Write the conditions under which any degree may rise as thresholds. List what the plan excludes and the decisions, at most three, that go to the management body.

Deliverable: A plan in the form of PLAN-NR-MGT-2027 with five measures, owners, periods, verifications, conditions for raising a degree, exclusions and at most three decisions for the management body.

Your work

Self-test

Choose an answer to see whether it is right, or open the answer below each question.

What does the chapter identify as the thing Nordvik Region got wrong?
Show the answer
C. The order of go-live: untrained approvers, a screen that allowed bulk closure and a fallback that had fallen behind the system
The first wave started before its managers were trained, and the reversibility test found that the deputy had never planned a route by hand. The Region found this within three months and froze further delegation.
According to the chapter, what did every degree of delegation that was raised during the year have in common?
Show the answer
A. It was protective or confined to agents' own actions
Rest and travel-time blocks moved to Level 3 Bounded as protective blocks. Every degree touching a person's evaluation or consequences was held, lowered or refused.
What does Hansa Mutual's plan, AIDR-0690, do with the sales score as a pay input?
Show the answer
B. It removes the score as a pay input wherever managers' departures from it stay below 0.05
An advisory score that nobody departs from is not advisory. The plan applies the lesson of CNT-HM-0001, where 97 per cent of proposals in one unit matched the score band.