
Stop developing an obsolete AI strategy part 2: Enterprise risk
Following on from our Brain Circuit on the risks that can arise from your own implementation of AI, here’s how to defend against external disruption. ...

by Didier Bonnet, Achim Plueckebaum Published November 27, 2025 in Brain Circuits • 3 min read
Will the scaled use case contribute significantly to our strategic objectives (e.g., customer experience, operational excellence, employee experience, business model, etc.)?
Is the use case solving a repeatable business issue (i.e., it’s not a one-off) that merits a long-term AI solution?
Do we have the resources and budget to scale (e.g., financial planning, vendor and partner management, etc.)?
Do we have a scalable technical foundation? What underlying standards across the use case portfolio should be applied (e.g., common data and technology layer)?
Do we have high-quality and sustainable data sources for the long term (e.g., data governance and quality controls, flexible data partnerships, etc.)?
Can we manage security, compliance, and ethics at scale (e.g., regulations, data privacy, ethical guardrails, etc.)?
Do we have the skills and organizational readiness to deploy at scale (e.g., cross-functional collaboration, talent, and training plans)?
Will there be clear budgetary responsibility and a business owner who will be accountable for embedding the AI solution into the business process landscape?
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By treating scalability early as a core objective rather than an afterthought, AI use cases can transition from exploration to production and pave the way for AI deployment that will deliver meaningful business value over the long run.

Professor of Strategy and Digital Transformation
Didier Bonnet is Professor of Strategy and Digital Transformation at IMD and program co-director for Digital Transformation in Practice (DTIP). He also teaches strategy and digital transformation in several open programs such as Leading Digital Business Transformation (LDBT), Digital Execution (DE) and Digital Transformation for Boards (DTB). He has more than 30 years’ experience in strategy development and business transformation for a range of global clients.


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