Once AI is handling part of the planning cycle, the question shifts from which tools to buy to who decides what. Roles, decision rights and partner arrangements built for a human-only process rarely fit, and the operating model either changes deliberately or changes by default. This session examines the strategic context that should sit upstream of any further capability investment.
- How to tell whether performance constraints reflect capability gaps, operating model limitations or partner ecosystem constraints that further capability investment will not resolve
- What changes in roles, decision rights and escalation paths when parts of planning are automated, and who is accountable when an automated decision goes wrong
- How 3PL and 4PL relationships need to change when AI-enabled transformation depends on shared data access and shared investment, and why transactional contract structures often get in the way
- How the move from monolithic platforms to best-of-breed and AI-enabled components changes who owns integration and how technology partners are evaluated
- How sustained volatility changes what a resilient operating model needs to look like, and how to set the right level of ambition given partner and investment constraints
