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Are leaders still writing strategy, or only signing it off?
Theories of strategic choice assume that those who choose also evaluate and act. AI now takes part in all three.
One of the foundational ideas in strategy research is that organisations are not simply shaped by their environment: managers make choices. That idea quietly assumes that the people who choose are the same people who analyse the situation and carry out the decision.
Analytic AI, generative AI and now agentic AI take part in each of those moments. So I am asking a simple question with uncomfortable implications: when AI contributes to analysis, choice and action, what is left of the leader’s agency? Under which conditions does AI extend it, and under which conditions does it constrain it?
To find out, I am listening to the people who live this question: executives, board members, strategists and advisers, and analysing how they describe their own role when AI is in the loop.