Reinventing strategic planning in the age of artificial intelligence

Building a strategic vision in times of uncertainty 

In a world where artificial intelligence is redrawing the rules of the game and the geopolitical context brings uncertainty, strategic planning needs to be thoroughly rethought. The acceleration of disruption is such that even the most advanced technology companies find themselves caught off guard, as evidenced by the recent market reactions to the emergence of new AI players like DeepSeek or Qwen. In this context, where each technological wave is higher and closer together, how to develop a roadmap that is not obsolete before even being executed?

Designing a truly disruptive vision 

The progressive transformation of old operational models often comes at the expense of breakthrough innovation, as it encounters technological, cultural, and social constraints. A bolder strategy consists of creating separate entities to develop new business models from scratch with the ambition to operate at scale from the outset. This approach allows testing breakthrough business models and building a medium-term target without the limitations inherited from the current model. These entities are also more agile at adopting upcoming technological waves, such as agentic AI, cognitive robotics, personalized and local AI. 

To make the most of AI, companies must combine two planning approaches: on the one hand, a medium-term breakthrough target accepting a degree of uncertainty, and on the other hand, a progressive transformation of the existing operational model aiming to maintain short-term competitiveness by focusing on proven technologies to minimize risks. 

Transforming strategic impact domains as a priority 

Companies manage a substantial portfolio of experiments, often disappointing in terms of return on investment and scaling. As the company's human and financial resources are limited, it is crucial to prioritize areas with a significant impact on future competitiveness. This generally includes customer experience and innovation, which influence brand preference, operations, which affect price competitiveness, and IT and technology, which facilitate AI adoption. Additionally, instead of defining a separate roadmap for each function, a cross-functional approach enables developing a more disruptive medium-term vision. 

Defining a roadmap in line with workforce evolution 

Although artificial intelligence can create new jobs, its impact on certain business functions could be significant. In fields like IT or customer support, AI leads to substantial productivity gains and reduced personnel needs. On the other hand, the trajectory towards augmented employees and new roles for agent control requires close monitoring and special attention to team support. 

More than ever, workforce planning becomes a key tool in strategic planning. At the heart of the planning process, it facilitates the development of a socially acceptable transformation path. It is necessary to consider all available levers: reduced working hours, unfilled voluntary departures, internal and external mobility towards high-demand jobs, targeted recruitment, etc. 

Rather than viewing employees as "victims" of AI, it is possible to offer them direct participation in the transformation. The approach should not be limited to simple human resource adjustments but constitute a genuine social and economic engineering project.

Revolutionizing strategic planning with AI 

The planning process, closely linked to the budgeting process, is a mature area that has not seen significant evolution in recent years. Integrating AI into strategic planning not only improves decision-making but also makes the strategy more resilient and adaptable. Generative AI enriches strategic planning by producing forward-looking scenarios from weak signals and emerging trends. Beyond rearview mirror driving, it helps explore alternative futures, anticipate the emergence of new professions, markets, or uses that are still nonexistent today in which to invest. 

To build leadership in the era of AI, companies must review their approach to strategic planning, focus on areas with significant impact and not hesitate to start from scratch for innovative business models. Flexibility, concentration, and boldness are essential to adapt to rapid market changes. 

Leaders must reconsider their planning methodologies to combine strategic vision with flexibility in a rapidly changing environment. They should leverage artificial intelligence to overhaul the entire strategic planning process, systematically explore alternative strategic options, and more efficiently manage existing constraints.

Frederic Gigant, Global Leader Customer & Growth at BearingPoint