AI stories often sound impressive until you try to apply them in real life. The narrative tends to jump straight to advanced models, transformational efficiency, or visionary reinvention. But most strategy directors are dealing with something far more grounded:...
Many organisations fall into the same trap. They try to evaluate AI by tracking the tools: how many prompts were issued, how many queries were processed, or which model version was used. These numbers may interest IT teams, but they do not help leaders make strategic...
AI has entered businesses through the side door, rarely adding up to meaningful organisational value, and strategy directors often feel this gap more than anyone. They are accountable for clarity, alignment, and measurement, yet AI activity usually happens outside...
AI rarely enters an organisation through a strategic decision. More often, it arrives quietly, through individuals experimenting with tools that make their work a little easier: rewriting emails, summarising meetings, generating first drafts or analysing datasets....
Over the past nine blogs, we’ve explored the Balanced Scorecard, the Seven-Step Strategic Planning Process, and the practical challenges of strategy execution. We’ve examined why strategies fail, how to define meaningful objectives, choose the right KPIs, launch...
Strategy can no longer sit in a binder on a shelf or as a static PDF on a shared drive. Markets shift too quickly, customer expectations evolve, and competition is relentless. Yet many organisations still rely on spreadsheets and quarterly reports to track...
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