Jari AnttilaPrincipal Consultant and Founder| Anttila ConsultingHelsinki, Finland
I keep seeing the same pattern: AI is everywhere... except where strategy actually gets implemented.
From what I've seen, AI is mostly used for:
analytics
operational optimization
But not really for strategy execution, implementation, or governance.
I'm interested in hearing from others: Are you seeing AI used in real strategy execution, or is it mostly documents, reports, and scattered individual usage?
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Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Very relevant question, Jari.
From what I am seeing, most organizations are still using AI around strategy rather than within the actual system that executes strategy.
AI is increasingly being applied to analysis, reporting, forecasting, knowledge retrieval and operational optimization. These use cases create value, but they are not the same as embedding AI into the mechanisms that translate strategic intent into coordinated action.
Real strategic execution involves prioritization, resource allocation, decision-making, governance, risk sensing, performance monitoring, learning and adaptation. These are the capabilities that determine whether strategy becomes reality.
The challenge is that AI adoption is often progressing faster than organizational integration. Many organizations have AI tools, but far fewer have integrated them into workflows, decision processes, governance structures and learning systems.
As a result, AI frequently improves individual productivity without fundamentally improving organizational execution.
The real question is not whether organizations are using AI.
The real question is whether AI has become part of the organization's operating system for execution, decision-making, governance and learning. Saving Changes...
What activities do you include in strategy execution, implementation, and governance, and what are the use cases where you think AI should be included?
I see AI used in researching strategy. It's built into many of the tools and workflows we use for monitoring and execution. It analyzes data, informs decisions (at times, with appropriate validation, of course), and is often used to help create various forms of documentation and reports. These are all activities that can be part of strategy execution, implementation, and governance.
If I've learned anything from past transformations, it's that not every company needs to transform; some just need to adapt, and they don't all need to adapt or transform in the same ways. Let's look at a few ways.
1. Use AI to improve existing work 2. Use AI to redesign the work 3. Re-evaluate whether the work should exist 4. Increase capability/capacity without changing the process
All four approaches should be considered, and some companies may progress through them, for example, starting with 4, then 1, then 2 over time. It wouldn't surprise me if a lot of companies were still figuring out where and how to best use AI for strategy execution, implementation, and governance, and where it's worth the expense. Saving Changes...
Alejandro Jose RománPM Specialist| Romtech Consultores SRL:Ciudad Autónoma de Buenos Aires, Argentina
Sigo viendo el mismo patrón: la IA está omnipresente en capas de soporte, pero casi ausente en capas de ejecución estratégica.
Hoy la mayoría de las implementaciones se concentran en:
analítica descriptiva/predictiva
optimización operativa puntual
automatización de tareas aisladas
Pero muy poco en los componentes duros de la estrategia: orquestación, priorización dinámica, asignación de recursos, gobernanza y control de ejecución.
Desde una perspectiva técnica, lo que observo es que la IA sigue funcionando como módulos periféricos, no como parte del circuito de decisión:
✔No está integrada a los OKRs/KPIs en tiempo real ✔No alimenta modelos de portafolio adaptativo ✔No participa en sistemas de planificación continua (CPM/PPM) ✔No opera sobre constraints reales (capacidad, riesgo, compliance, cashflow) ✔No cierra el loop entre insight → decisión → acción → retroalimentación
Lo que casi no veo aún:
Agentes autónomos que ajusten planes en función de desvíos Sistemas de gobernanza algorítmica que monitoreen riesgos y cumplimiento Decision engines que recomienden trade-offs entre iniciativas Modelos de simulación estratégica integrados al ciclo operativo IA embebida en PMOs, EPMOs o Strategy Offices Saving Changes...
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