Title: Nine digital colleagues at Tranemosegård | Brokk & Sindre Description: Residents across eight departments needed answers grounded in their own documents, while employees also needed an internal role for daily operations. Canonical: https://brokk-sindre.dk/en/cases/tranemosegaard-digital-colleagues - [Home](/en) - [Cases](/en/cases) - Tranemosegaard digital colleagues # 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. By Mikkel Krogsholm · July 7, 2026 Digital employees work best as clear roles. Tranemosegård merged two internal roles when their work overlapped — exactly as it would in a human team. - 9 digital colleagues: 8 department bots and one internal DriftBot - 437 of the organization's own documents as their knowledge base - Answers in 8 languages with a median response time of 3.8 seconds ## Each department has its own knowledge Tranemosegård has eight departments with different house rules, policies and practical information. They therefore did not get one general chatbot expected to know a little about everything. Each department received its own digital colleague with access to the documents that belong to that department. The resident-facing roles can answer in eight languages. If they cannot help all the way, the work can be handed to a person. That boundary matters as much as the answer itself. ## A digital colleague for employees The ninth role is internal. DriftBot helps employees find who has a particular skill and where the organization’s machinery and equipment are located. Together, the roles work from 437 of the organization’s own documents. The median time to a first answer is 3.8 seconds. ## They began managing the digital team themselves Tranemosegård originally had two internal digital roles. When employees discovered that their work overlapped, they merged them. That is the most important part of this case. The organization did not treat the solution as delivered software. It assessed the division of work and changed the roles when reality showed something different. This is also why I see digital employees as a leadership question. The technology has to answer well. But someone must still decide which work it owns, which sources it may use, and when a person takes over. ## Related cases ### 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. ## Do you face a consequential AI decision? Write about the decision, or ask about a leadership briefing or talk.