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How open can strategy be when AI is in the room?
Open strategy promised more transparency and inclusion. The companies building AI are learning to ration both.
For a decade, research on open strategy has argued that involving more people and sharing more information makes strategy better. Then came the companies building frontier AI, whose products depend on openness and whose risks depend on restraint.
I am interested in how these firms talk about openness over time: in regulatory filings, proxy statements and sustainability reports. When do they open up? When do they close down? And what happens when shareholders ask for more transparency on AI?
Why it matters beyond Big Tech
Every organisation that uses AI in strategy will face the same dilemma at a smaller scale: how much of the reasoning to share, with whom, and for how long. I am looking for a principle that can hold openness and protection together, rather than treating them as opposites.