It is not a class about AI. It is a guided day of decisions, with your own company material on the table. At the end, leadership leaves with three things decided and written down: where the company will invest in AI over the next ninety days, which decisions still require a person to sign, and what each area does over the next thirty days.
Free and with no commitment. One of the partners replies within one business day.
Every h|ve service runs on the same platform. When the client has the h|ve Platform, the artifacts go into it as declared context and authority, and enablement becomes the start of the governed operation. When they do not, the artifacts work on their own in an open format. The lab does not require the platform, and it is not bait for it.
The authority matrix becomes the authority of the project. The usage rules become policy. The question «where is the record» is answered by the Ledger.
The prioritized portfolio, the authority matrix with real names and the usage rules, as context that Scan & Go and FDE Velocity already find decided. Leadership decided first, and the team that implements does not have to guess what stays a person’s decision.
AI is already in use in the company, even if unevenly and without method. The lab exists to organize, not to introduce. The three symptoms below are in almost every company of one hundred and fifty to fifteen hundred people, and none of them is a tool problem.
Each area uses AI its own way, much of it in personal accounts with company documents inside.
Nobody can say how much the company spent on AI last quarter, or on which delivery.
When the machine decides something on its own, there is no place today where that gets recorded.
None of these three is solved with tool training, because none of them is a tool problem.
Capability is not authority.
Intelligence is processing: cross-referencing data, finding patterns, applying a known rule. Judgment is deciding with incomplete information and standing by the decision in front of whoever disagrees. The machine can have a lot of capability in a task and no authority over it. The lab exists for leadership to decide, line by line, where that boundary sits in their own company.
The intake chooses the challenges that go on the table and finds where the conflicts are before the day, never during it. The day decides. The artifacts come out at the end of the day. The follow-up, thirty days later, is the conversation where leadership looks at what happened, with thirty days of real data on the table.
With whoever hired us, plus two people at most. Context, the use that already exists, the candidate challenges and the data constraints. Three days before the lab, one page with the three chosen challenges, the names for the matrix and the confirmed agenda.
Less than two hours of content and more than four of work on the company’s own material, in three long exercises: the initiative portfolio, with everything the company already does or wants to do with AI classified and prioritized; the authority matrix, with what the machine does, at which level and who signs; and the AI usage rules, on one page. The closing turns that into a thirty-day commitment per area. Every decision leaves with a name, and nothing is left for after the day.
The authority matrix, the initiative portfolio, the AI usage rules and the thirty-day plan. Typed up, reviewed and sent within two days, because an artifact typed up later than that loses the energy of the room.
With the same people: what each area did, did not do or did differently, the matrix reviewed against reality and the decision per area to raise the level, change the question or insist. It is within the scope of the lab.
The portfolio from the first exercise usually comes out with thirty items, the afternoon matrix reduces it to three initiatives, and the closing reduces it to one commitment per area. The most valuable delivery is not the list of what to do, it is the permission to ignore the rest until this here is done.
For each decision or task: who decides today, the nature, what the machine can do, at which level of autonomy, who signs and where the record lives.
Why it mattersIt is the main artifact, and the one the CTO takes to the security meeting the following week together with the usage rules.
Initiative, area, layer, nature, status, effort, expected value and the decision: proceed, stop or wait.
Why it mattersThe decision column accepts stop, and that is what makes it a portfolio and not a wish list.
Eight questions, one page, two at most. Which data never goes into a model, corporate or personal account, what needs human review, who approves exceptions, who the owner is.
Why it mattersThe owner line is the only one that cannot be left blank. The enemy is the fifteen-page policy nobody reads.
One line per area: the chosen question, the data needed, the action, the level, the owner, the date and an indicator measurable in week one.
Why it mattersCascading is hope. A plan with an owner and a deadline is a mechanism.
If the company material has not arrived fourteen days before, the lab is not confirmed. The artifacts come out within forty-eight hours. And the follow-up, if it needs to move, moves earlier, never later.
The answer arrives on its own, at the defined frequency, without anyone pulling a report. There is an action happening because of it, even if it is only an alert. And the indicator was measured at least twice, and you can tell whether it moved. Two out of three does not count.
Three criteria need to be present, and the first is non-negotiable. When one is missing, the day produces minutes instead of decisions, and there is another track that answers the company’s question better.
You leave with the decision made and written down, not with a list of recommendations to evaluate later.
The team already uses AI, much of it off the radar. The usage rules exercise brings that to the table in one afternoon, with a defined owner.
A closed cohort, on the calendar you set, with material and invitation ready. You organize, you do not prepare.
One of the partners, present the whole day, from the intake to the follow-up. Whoever runs the day is the one who types up the artifacts and who comes back thirty days later to look at what happened.
Runs the intake, the day and the follow-up. Turns the initiative portfolio into an investment decision and the authority matrix into an operating model.
Answers for the platform the artifacts go into when the client has it, and for the usage rules exercise when the cohort asks for the technical answer on data and models.
The ones the committee asks before freeing up the directors’ calendar for a whole day.
Leadership, one whole day, and that is the non-negotiable criterion. Whoever hired us, plus ninety minutes before and ninety after. The operational team does not stop: this lab belongs to leadership, and the AI Workforce Lab is the one that reaches the team, later.
No. The day is done in open artifacts, with the material the company authorized us to bring, and nothing is sent to a third-party model. It is the same architecture that holds up the platform: the key in the client’s name, data that does not leave the house, and the usage rules exercise exists exactly for the company to decide what never goes into a model.
None. The lab does not require the h|ve Platform or any specific AI tool. When the platform exists, the artifacts go into it as declared context and authority; when it does not, they work on their own in an open format.
Each area has a thirty-day commitment with an owner, a date and an indicator measurable in week one, and the follow-up date is already on everyone’s calendar. Within forty-eight hours the four artifacts arrive typed up. Thirty days later, the session looks at what was done, not done or done differently.
Yes. One business unit, one critical process and its material on the table. The authority matrix comes out the same way, just with fewer lines.
Two to three weeks after acceptance, with the ninety-minute intake in between.
Three fields, and one of the partners replies within one business day. The third question does the heavy lifting: it says which track the company should start on.
We reply within one business day.Rather write? hello@hybridvelocity.com
