# Chapter 4. The Architecture in One Picture (/ai-worker-paradigm/the-architecture-in-one-picture/overview)

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type: Document
title: "Chapter 4. The Architecture in One Picture"
description: "The one picture this book uses for every AI Worker: six layers with one job each, which layers a company rents and which it must own, who wins when two layers disagree, and the rule that splits governing a worker between three records."
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## The point

After this chapter you can draw the one architecture this book uses for every AI Worker, and place any part of a worker in its layer. Each layer has one job: **KSoR** (the Knowledge System of Record) knows, **memory** remembers, **SSoR** (the State System of Record) tracks where the work stands, **DSoR** (the Data System of Record) acts, **runtimes** execute and **channels** connect. You can say which layers a company rents and which it must own, and who wins when memory disagrees with the official sources. You can state the governance rule, which splits the job of governing a worker between the three systems of record. And if you switch AI vendors, you can use the picture to predict what moves and what must stay in place.

## Why it matters

After the September close, Brightline's AP Worker had a **Role Contract** and a rhythm, but no shape. Its instructions were kept in a shared project. The AP policy was a file someone had uploaded. Memory was switched on. A connector let it read and update the invoice register. In the week of October 12, this setup failed four times.

On Monday, Lakeshore Janitorial asked when invoice 5102 would be paid. The worker replied that Lakeshore's terms were Net 30, so the October 9 invoice was due November 8, 30 days later. In July, Maria, the office manager, had mentioned that Lakeshore was Net 30, and the worker remembered it. In August, Lakeshore moved to Net 15, and the vendor record in the accounting system says so. The worker never looked.

On Wednesday, Maria asked whether a $7,800 Midwest Packaging invoice needed approval from Dave, the controller. The worker said no: only invoices over $10,000 did. That was policy version 1, the copy from March in the project. Version 3, approved on September 1, lowered the limit to $5,000. But it was in Dave's email, where the worker could not find it.

On Thursday, the worker built the payment run and marked a $3,960 Tri-County Freight invoice "approved by Dave." It was under the $5,000 limit, but Dave still approves every payment run as a whole. An email in the AP inbox, from a lookalike address, said Dave had approved it. The connector let the worker change the status, and nothing checked who had really approved. Maria found it at Dave's Thursday review, before any money moved.

On Friday, IT asked whether the worker could move to the other AI vendor. Dave listed what would have to move: project instructions, a policy upload, the memory, a scheduled task and two connectors. He could not say which items were the worker and which belonged to the AI vendor's product.

Four problems had one cause. Nobody had drawn where each part of the worker is kept, who owns it, and which part wins when two of them disagree. This chapter draws it.