Title: AI decisions for GoMore's leadership | Brokk & Sindre Description: GoMore/Getaround's leaders needed a grounded view of what AI could change over the next three years and which decisions would follow. Canonical: https://brokk-sindre.dk/en/cases/gomore-leadership-session - [Home](/en) - [Cases](/en/cases) - Gomore leadership session # AI decisions for GoMore's leadership GoMore/Getaround's leaders needed a grounded view of what AI could change over the next three years and which decisions would follow. By Mikkel Krogsholm · June 25, 2026 An AI leadership session should begin with the company's own work and end with decisions the leadership team can actually make. - A 90-minute session and discussion for approximately 25 leaders - Built on interviews, company research and documented development curves - Work cards for choosing workflows, ownership and bounded 90-day experiments ## The question in the room GoMore and Getaround had become one combined company. Around 25 leaders from both sides were looking three years ahead: what happens to a company when AI can solve longer tasks, becomes cheaper and moves into daily operations? This was not meant to be a tour of new tools. The session needed to help the leadership team see which assumptions might be expiring and what they should therefore examine again. ## The preparation I started outside the company. I researched the development of AI, mobility and digital marketplaces. I then moved closer to GoMore/Getaround’s own work through research and conversations with the organization. That produced one movement through the session: - What has changed in the world? - What does that mean for concrete workflows? - Which choices must leadership make about accountability, mandate and learning? Uncertainty was part of the material. Projections were used to stress-test current plans, not as confident predictions about 2029. ## From inspiration to work The leadership team worked with old assumptions about AI, handoffs between people and systems, and possible digital roles. Freja took part as a digital colleague, briefly moving the room from listening to working with its own examples. After the session, the group could continue with work cards about concrete workflows, human accountability, stop rules and small experiments designed to produce useful evidence within 90 days. This is how I prefer to advise on AI: close enough to the work for the questions to become real, without pretending that one session can predict the future or deliver a finished strategy. ## Related cases ### Nine digital colleagues at Tranemosegård Residents across eight departments needed answers grounded in their own documents, while employees also needed an internal role for daily operations. ## Do you face a consequential AI decision? Write about the decision, or ask about a leadership briefing or talk.