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"Better three hours too soon than a minute too late." - William Shakespeare

Thinkers in literature and philosophy have long pondered the importance of seizing the right moment. From the Stoic reflections of Seneca to the existential philosophy of Jean-Paul Sartre, the question of when to act has preoccupied thinkers for centuries. In today's rapidly changing business landscape, where every moment holds the potential for opportunity or stagnation, Shakespeare's timeless phrase takes on added meaning, especially when considering the main question: When should organizations start digital transformation?


Digital transformation has evolved from being a buzzword to a crucial strategy for businesses aiming not just to survive but to thrive in an increasingly competitive environment. The digital age has ushered in unprecedented changes in consumer behavior, technological advancements, and market dynamics, making adaptation imperative for any organization aspiring to remain relevant.

Customers now demand seamless online experiences across various touchpoints. Whether it's purchasing a product, accessing customer support, or engaging with content, expectations for convenience, personalization, and speed have soared. Businesses that fail to meet these expectations risk losing market share and customer loyalty to more digitally adept competitors.

Furthermore, in today's data-driven world, insights derived from analytics are invaluable for making informed decisions. Competitors leveraging data analytics gain a competitive edge by understanding customer preferences, optimizing operations, and identifying emerging trends.

Moreover, Rapid changes in technology, consumer preferences, and market dynamics require businesses to adapt swiftly to stay ahead of the curve. Traditional, rigid business models are increasingly being replaced by flexible, agile frameworks that enable organizations to respond promptly to evolving circumstances and seize new opportunities.

One common misconception is the belief that there exists a "perfect" moment for digital transformation. However, waiting for ideal conditions only serves to hinder progress and puts businesses at risk of falling behind. As emphasized in the ACT, without continuous progress, regression is inevitable. Organizations must adopt a proactive mindset and embrace digital transformation as an ongoing journey rather than a one-time event.

Here's why the time to act is now:

Strategic Positioning: Early adopters of digital transformation gain a significant advantage. They establish themselves as industry leaders, attracting top talent and refining their digital strategies before their competitors catch up. By implementing transformation early, organizations can position themselves as innovators and not just follow the pace of the industry, but set the pace for the industry in which they operate.

Ensuring Your Business's Resilience for Tomorrow: Embracing digital transformation empowers organizations with the capabilities and flexibility to adapt to future disruptions and harness the potential of emerging technologies. By proactively embracing change, organizations can maintain a competitive edge, foreseeing changes in the market landscape, and utilizing innovative technologies to foster enduring expansion.

Enhanced Customer Experience: Today's customers expect personalized interactions and seamless digital experiences. Digital transformation allows you to leverage data analytics to understand customer needs and tailor offerings accordingly, fostering loyalty and boosting brand reputation. By investing in digital capabilities early, organizations can deliver the tailored experiences that customers crave, building lasting relationships and driving long-term success.

"Three o'clock is always too late or too early for anything you want to do,"- Jean-Paul Sartre

"Three o'clock," which metaphorically represents any given moment, emphasizes that the perception of time is deeply context-dependent. It highlights that what may be an ideal moment for one may be completely inadequate for another. This subjectivity prompts us to reconsider our relationship with time and recognize that the meaning of time lies not in its objective measurement, but in its interpretation. In business terms, rushing into digital transformation without proper preparation can be as damaging as procrastination. Blindly following industry trends or deploying technologies without a clear strategic roadmap can lead to wasted resources, disjointed processes, and missed opportunities. Furthermore, artificially accelerating transformational change before the organization is culturally and/or operationally ready leads to resistance to change and alienation among stakeholders. Ultimately, this negatively affects long-term corporate sustainability.

Therefore, the decision to embark on digital transformation should be informed by a comprehensive understanding of the organization's current state, future aspirations, and competitive landscape. It requires careful assessment of internal capabilities, external market dynamics, and technological trends. Moreover, it demands strategic vision, effective change management, and cross-functional collaboration to navigate the complexities of transformational change.

While digital transformation is a marathon, not a sprint, taking that crucial first step is paramount. Here's how to get started:

Strategic Alignment: Formulating a strong digital business strategy is crucial for the success of digital transformation. A strong digital strategy ensures consistency and synergy across all operational aspects of a business. This integration goes beyond simply digitizing processes; it involves a shift in strategic thinking to leverage digital tools, strengthen core competencies, and create value.

It is important to assess the company's digital strategy in alignment with global business objectives, ensuring that digital initiatives are seamlessly integrated into the overall business strategy. Additionally, it is necessary to evaluate the adequacy of budget allocation and the ability to adapt the business model to effectively capitalize on digital opportunities. Taking a holistic approach like this ensures that a company's digital strategy becomes a catalyst for sustainable growth and competitive advantage.

Digital Maturity Assessment: Assess a company's readiness for digital transformation across various dimensions of the organization, including leadership and governance systems, digital literacy, technology infrastructure, data management, customer interaction, and more. This assessment will enable the organization to pinpoint areas in need of improvement and implement targeted interventions to enhance capabilities and minimize the risk of digital transformation failure.

Opportunity Analysis: Conduct thorough market research and competitor analysis to identify emerging opportunities and potential obstacles. Proactively anticipate industry trends, consumer preferences, and regulatory changes to make well-informed strategic decisions.

Digital Transformation Team: Formulate a team comprised of experienced individuals with a clear vision to spearhead the transformation process. This may involve nurturing internal talent or collaborating with external digital transformation specialists.

Change Management: Effective change management plays a critical role in driving the success of any digital transformation initiative. Developing a robust change management strategy is paramount for fostering organizational alignment, mitigating resistance, and nurturing a culture of innovation. In today's rapidly evolving technological landscape, the ability to adapt to change emerges as a critical differentiator for organizations seeking to thrive. As a representative of the Big Three management consulting company, McKinsey & Company's latest campaign titled "It's never just tech" illustrates the core principles of effective digital transformation management. It emphasizes that digital transformation is not solely about introducing new technologies, but rather about fundamentally transforming how organizations operate and how people work. By emphasizing the human dimension of transformation, the campaign underscores the pivotal role of cultural and behavioral factors alongside technological advancements.

In conclusion, the ever-changing business landscape demands agility, innovation, and data-driven solutions. Organizations that delay this process are missing out on opportunities. The time to act is now. By embracing digital transformation early, organizations can gain a competitive advantage, ensure business continuity, and improve customer experience. However, success lies not in blindly following industry trends, but in developing a strategic roadmap tailored to the unique needs and goals of the organization.

As Jean-Paul Sartre said, "Three o'clock is always too late or too early for what you want to do." The right time for digital transformation differs for each organization. Rushing this process without preparation may lead to failure. Therefore, organizations must find a balance between responding rapidly to change and being adequately prepared to ensure success on the digital transformation journey.


Just as individuals retain memories of significant events, organizations too possess a collective memory that shapes their present and future trajectories. Whether marked by triumphs or tribulations, these experiences become ingrained within the organizational psyche, profoundly influencing its evolution. This article delves into the realm of organizational trauma, shedding light on how certain experiences can hinder transformative growth.

Like individuals, some organizations glean wisdom from their encounters, while others remain ensnared by unaddressed trauma. Today, we explore instances where organizational trauma manifests as a barrier to progress and development.

Common Forms of Organizational Trauma:

  1. Partner conflicts: Conflict between partners often catalyzes significant organizational upheaval. At times, this conflict runs so deep that it results in the polarization of employees into opposing camps and eventual separation. Even after the resolution of partner conflicts, lingering traces of discord and mistrust among teams within the organization are not uncommon.
  2. Leadership Transitions: The upheaval caused by changes in leadership can instill fear and uncertainty, impeding both organizational and individual momentum.
  3. Reorganization: Significant structural changes, such as mergers or reorganizations, evoke feelings of instability and insecurity among the workforce
  4. Financial Crisis: It is often the case that companies are grappling with the lingering effects of the financial crisis over an extended period. Despite witnessing improvements in their financial standing, these companies frequently find themselves entrenched in a perpetual 'survival mode,' unable to transition into a proactive 'development mode.' Consequently, their capacity for innovation, product development, and overall business growth is severely hindered.
  5. Workplace Incidents: Tragic events, such as workplace injuries or fatalities, cast a long shadow over organizational culture, eroding psychological safety.
  6. Harassment and Discrimination: Instances of harassment, mockery, violence, and discrimination not only inflict trauma upon the individuals targeted but also sow seeds of fear, conflict, and hostility throughout the organization. Similarly, cases of favoritism can exert equally detrimental effects. Such preferential treatment isn't easily forgotten within organizational settings and frequently permeates across all levels, establishing itself as the norm and fostering the cultivation of a toxic culture.
  7. Leadership misconduct and unethical behavior - Unethical conduct by a leader has the potential to erode trust across the organization, instilling feelings of betrayal among employees. In such instances, not only are the company's values undermined, but also faith in its growth and promising future diminishes. This, in turn, triggers an exodus of valuable employees and fosters profound demotivation among those who remain, ultimately resulting in the degradation of the company.
  8. Critical events that result in significant reputational or financial damage to the organization – E.g. large-scale fraud, negative public reactions towards the brand or its communication efforts, or substantial fines imposed by regulatory bodies - often have a lasting impact on the organization. In such cases stress levels among employees escalate, giving rise to heightened mistrust, mutual accusations, and confrontations. Organizations that struggle to effectively manage crises often adopt a "victim" mentality, fostering pervasive distrust and relying on control and micromanagement as dominant management strategies.

Management within organizations frequently fails to recognize or acknowledge the existence of these traumas. The most effective approach to enhancing organizational awareness, akin to individual introspection, is through regular reflection. Organizations that prioritize self-reflection, possess well-honed analytical and evaluative tools, and foster a healthy organizational culture where "learning from mistakes" is embraced, are adept at identifying significant events associated with traumatic experiences.

In practice, instances occur where the management team's evaluation of different events significantly diverges. For example, decisions such as product discontinuation, company rebranding, the addition of new management personnel, or changes in leadership may be perceived positively by some team members while deemed irreversible mistakes by others. Such contrasting evaluations pose challenges in reaching consensus on future visions and strategies. Therefore, it is essential for the management team to reconcile differing opinions, thoroughly evaluate events from multiple perspectives, and ultimately unite around a singular vision to drive the company's progress.

In summary, much like individuals, organizations are susceptible to traumatic experiences. While it's crucial to prioritize risk prevention, it's also essential to acknowledge that eliminating all potential internal and external risks is practically unattainable. So, what's the solution? We believe, alongside risk mitigation efforts, fostering organizational resilience and a willingness to learn from adversity is paramount.

Every trauma comprises two components: pain and experience. Reactive organizations dwell on the pain, succumbing to prolonged fear and mistrust, whereas proactive entities swiftly rebound from adversity, leveraging their experiences to fuel growth and bolster resilience. By embracing challenges as learning opportunities, organizations can transform painful events into valuable experiences that fortify their foundations and propel them forward.


“How could they see anything but the shadows if they were never allowed to move their heads?”
― Plato, The Allegory of the Cave

In the cryptic corridors of Plato's allegory of the cave, where shadows dance upon the walls, lies a profound metaphor for the journey from obscurity to enlightenment. Similarly, in the realm of commerce, businesses embarking on the path of platform models traverse a transformative odyssey, breaking free from traditional silos to sculpt interconnected ecosystems that unveil a spectrum of new opportunities.

The allegory of the cave, in which chained prisoners mistake shadows for reality, resonates in the world of digital transformation. Traditional businesses, siloed and internally focused, often lack understanding of the transformative potential of platform models. This article draws inspiration from Plato's metaphor and explores the complexities of platform success in today's digital landscape.

Delving into the academic realm, the concept of digital platform ecosystems emerges as a cornerstone of modern business dynamics. Unlike traditional linear models, where value is created through the production and distribution of goods or services, a platform business model serves as a facilitator, connecting multiple groups of users to create value for each other. Defined as interconnected networks of producers, consumers, and third-party developers, these ecosystems function as vibrant marketplaces where value creation and exchange flourish. Through the orchestration of data, resources, and services, digital platform ecosystems catalyze innovation, foster collaboration, and unlock new avenues of growth.

Platform-based business models encompass a range of specifications that differentiate them from traditional business models. Here are some key specifications, supported by citations:

Network Effects: One of the defining features of platform models is the concept of network effects. As more users join a platform, the value for all participants increases exponentially. (Parker et al., 2016) In scholarly discourse, network effects are regarded as pivotal for the triumph of platforms, fostering a cyclical pattern of expansion and user involvement.

Multi-sided Markets: Unlike traditional businesses that primarily serve a single type of customer, platform-based models often cater to multiple distinct user groups, known as multi-sided markets. (Evans & Schmalensee, 2016).

Data-driven Insights: Platforms are fueled by data, enabling them to gain deep insights into user behavior, preferences, and trends. This data-driven approach empowers platforms to personalize experiences, optimize operations, and innovate continuously. (McAfee & Brynjolfsson, 2017). Furthermore, advancements in artificial intelligence (AI) and machine learning enable platforms to extract actionable insights, predict user behavior, and automate decision-making processes, thereby delivering unparalleled value and driving competitive differentiation.

Ecosystem Orchestration: Successful platform-based models excel in orchestrating ecosystems of complementary goods, services, and stakeholders. This orchestration involves designing interfaces, establishing rules, and fostering collaboration among participants. (Zhu et al., 2019).

APIs and Openness: Platforms often embrace openness through Application Programming Interfaces (APIs), allowing third-party developers to build upon the platform's infrastructure and create innovative offerings. This openness fosters creativity, accelerates innovation, and expands the platform's capabilities.

These specifications collectively define the essence of platform-based business models, showcasing their unique characteristics and competitive advantages in the digital landscape.

The Journey of Business Transformation through Platform Models

Breaking Free from Silos

Traditional businesses often operate in silos, with little interaction between departments and a focus on internal processes. This can lead to inefficiencies, a lack of innovation, and difficulty meeting the evolving needs of customers. Platform models, on the other hand, are designed to facilitate interaction and collaboration between different groups of users. This creates a more dynamic and innovative ecosystem where businesses can leverage the collective intelligence and resources of their users to create new value.

Finding equilibrium between algorithmic regulation and crafting personalized user experiences.

Unlike the single torchbearer in the cave allegory, successful platforms use sophisticated algorithms as conductors, orchestrating complex user journeys. A prime illustration of this is the implementation of recommender systems, which tailor the user experience and enhance overall satisfaction. Netflix's recommendation engine is perhaps the most well-known and widely used recommender system. It uses an algorithm to analyze a user's viewing history, rating, and search behavior to suggest movies and TV shows that the user is likely to enjoy.

Effectively managing platform dynamics, harmonizing the varied needs of stakeholders, and proactively mitigating risks necessitate astute leadership and strategic insight. Furthermore, fostering trust, transparency, and equity within the ecosystem is imperative for cultivating sustainable growth.

Platforms strive to create seamless experiences for customers, aiming to remove obstacles and optimize interactions to enhance satisfaction and loyalty. However, alongside this goal, there is a need for algorithmic governance. Platforms rely on algorithms to moderate content, manage transactions, and mitigate risks. Yet, excessive use of these systems can worsen the user experience, while insufficient regulation may jeopardize data protection and security. Therefore, platform operators must strike a balance between ensuring security with algorithms and delivering the best user experience. Achieving this balance requires platform developers to consider user needs, legal regulations, and ethical aspects carefully

Designing for User-Centricity

Designing for user-centricity is a pivotal aspect of successful platform models, rooted in the principles of empathy and understanding in the digital era. Just as the allegory of the cave underscores the pursuit of truth and enlightenment, businesses transitioning to platform models must embark on a journey to uncover the profound needs and motivations of their users. By placing users at the core of the design process, businesses can craft experiences that resonate deeply, fostering engagement, loyalty, and meaningful interactions.

Leading the Transformation

In an era defined by technological advancement, the transition from conventional to platform-driven models presents businesses with a definitive route to prosperity and expansion. This strategic evolution necessitates a systematic approach centered on three fundamental components:

  • Embrace a Platform Mindset: The journey towards platform success begins with a fundamental shift in mindset. Organizations must transcend traditional, linear thinking and cultivate an ecosystem mindset where value is co-created by a diverse array of stakeholders. Whether it’s creating new revenue streams, fostering ecosystems, or harnessing the power of data and AI, platform models offer a blueprint for innovation and agility in an increasingly interconnected world. By adopting a platform mindset, businesses can unlock new opportunities, forge deeper relationships with customers, and chart a course towards sustainable success in the digital age.
  • Master Platform Design: A deep understanding of platform design principles is essential for organizations seeking to thrive in the digital landscape. This encompasses the creation of dynamic, two-sided marketplaces that facilitate seamless interactions between producers and consumers. Moreover, mastering the art of incentivization and network effects is paramount for cultivating a vibrant and self-sustaining ecosystem. Through meticulous planning and strategic execution, businesses can unlock the full potential of their platform and position themselves as industry leaders.
  • Become an Orchestration Expert: Effective management and orchestration are critical components of platform success. Organizations must develop the capabilities to navigate the complexities of their ecosystem, balancing the needs of various stakeholders while maintaining operational efficiency and scalability. This involves establishing clear governance structures, fostering trust and transparency, and leveraging data-driven insights to drive informed decision-making. By serving as effective orchestrators of their platform ecosystem, businesses can create value for all participants and drive sustainable growth over the long term.

Platform business models represent a paradigm shift in the value creation equation of the digital economy. Leveraging networks, ecosystems, and data, platforms have the potential to not just drive business growth, but to transform entire industries. However, unlike Plato's cave, the digital landscape is a dynamic ecosystem in constant flux. Platform success isn't a one-time disruption, but a continuous performance demanding constant adaptation.

Rohn D., Bican P. M., Brem A., Kraus. S, Clauss Th. (2021) Digital platform-based business models – An exploration of critical success factors, Journal of Engineering and Technology Management, Volume 60.

Parker, G., Van Alstyne, M. W., & Choudary, S. P. (2016). Platform revolution: How networked markets are transforming the economy--and how to make them work for you. W. W. Norton & Company.

Evans, D. S., & Schmalensee, R. (2016). Matchmakers: The new economics of multisided platforms. Harvard Business Review Press.

McAfee, A., & Brynjolfsson, E. (2017). Machine, Platform, Crowd: Harnessing Our Digital Future..

Zhu, F., Iansiti, M., & Lakhani, K. R. (2019). Competing in the Age of AI. Harvard Business Review Press.


Marketing inspiration can dry up from time to time. Looking at never-ending data reports or thinking about many other routine tasks can stifle the creativity of even the most experienced marketer. Artificial intelligence (AI) exists for that. Forget dystopian visions of robots taking over your marketing department. AI is not here to replace you; Imagine a tireless assistant that can analyze large amounts of customer data, spotting emerging trends that might escape even the most observant eye. AI can become your powerful and indispensable strategic partner, leveraging human creativity to help you create powerful, data-driven, effective strategies, offer innovative campaign concepts and personalized messaging strategies based on real-time insights.

AI: Performance Enhancer

Imagine a world where the routine tasks that consume your time—analyzing data, planning social media, and creating accounts—disappear into automated obscurity. This is not science fiction; AI can handle the routine, giving you more time to develop strategy and creative campaigns. Perhaps we agree that the number of routine tasks can stifle innovation. Embracing this bold change helps us focus on creating innovative campaigns that resonate precisely with audiences.

From data to insights

AI goes beyond mere automation; It is the best helper in terms of data processing. Imagine a powerful artificial intelligence engine that observes and analyzes massive data, revealing trends. It's not just about key demographics; AI can explore the depths of consumer sentiment on social media, website interactions, and purchasing behavior. Result? A detailed and dynamic portrait of your ideal customer. With these insights, messages and offers can be personalized as much as possible for the best results. This in turn will lead not only to higher conversion rates, but also to a deeper understanding of the ever-evolving customer journey.

Case: Netflix's AI-powered recommendations

Netflix's success story using AI goes beyond simply suggesting shows you might like. It serves as a masterclass in using artificial intelligence to personalize the entire user experience and optimize content creation. This not only personalizes the user experience, but also facilitates content creation by identifying genres and topics that accurately reflect the interests of their users. In more detail:

  • The magic of micro-targeting: Imagine having a crystal ball that shows you what your audience wants - their favorite actors, their preferred genres, and even the times of day they're most likely to watch. This allows Netflix to show you thumbnails (small pictures) and recommend shows you might really like. Netflix uses AI to conduct A/B testing on a massive scale. Various thumbnails, trailers and even descriptions are presented to users and AI analyzes which ones generate the most clicks and views. This data-driven approach enables continuous optimization.
  • Content is King, and AI Knows the Court: Gone are the days when content development depended solely on instinct. Netflix's AI analyzes viewing trends and completion rates, even where scrolling occurred. This gives them the opportunity to create content that caters to specific audience segments and increases engagement. Similarly, AI can analyze consumer behavior and social media sentiment to predict what kind of content will resonate with your target audience, allowing you to develop marketing campaigns that are more successful.
  • Predicting the Unpredictable: Consumer behavior can be erratic, but Netflix's AI is constantly learning and evolving. By analyzing large amounts of data, it can predict which shows are likely to be hits and which ones might not. That same level of predictive power can be incredibly valuable to marketers as well. AI can analyze market trends, competitor strategies, and even social media feedback to help you anticipate customer needs and tailor your communications accordingly.

Adaptation and development in the age of AI

Marketing is constantly evolving, and AI represents a major shift that resistance to can hinder progress. Instead, we should look at artificial intelligence as an opportunity to improve skills to achieve greater success.

Maintaining a positive attitude towards AI is crucial. Focusing on the potential benefits of AI, such as increased efficiency, deeper customer analysis, and the ability to create more targeted and personalized marketing campaigns.

We shouldn't be afraid to experiment with new AI tools and marketing strategies. "Fail fast, learn faster" approach allows for quick adaptation.

The indispensable person: creativity and empathy

Artificial intelligence is a powerful tool, but it lacks the creativity and empathy of humans to develop compelling narratives that resonate emotionally. Understanding people's moods on an emotional level and making real connections with your audience remains your exclusive opportunity. Artificial intelligence cannot replace the human ability to translate data into compelling brand stories. Think about it - who will write an emotional brand story that you can't read without tears? It's you, the creative genius behind the wheel.

A masterpiece of collaboration: humans and AI in harmony

The future of marketing is not a competition between humans and artificial intelligence; It is a masterpiece of collaboration. Imagine: AI builds data-driven insights, uncovering customers' hidden desires and emotional triggers. You then translate this information into compelling brand stories that resonate with your audience on an emotional level. This synergistic approach leads to effective, data-driven marketing campaigns that drive brand loyalty and long-term success.

The future of marketing is collaboration between humans and artificial intelligence. You can discover a new era of marketing efficiency. This future promises not only efficiency and meaningful insights, but also deeper analysis of the customer journey map, allowing for the truly meaningful connections that drive brand loyalty and long-term success.


In the modern era, we are all witnessing first-hand the unprecedented speed at which technological advancement is changing industries. The evolving technological environment creates different business needs and requires new strategies to respond to them, for which often traditional strategic planning alone is no longer effective and it becomes necessary to use various technological advances, including artificial intelligence (AI). Integrating AI into the management and decision-making process of companies gives managers the opportunity to collect, analyze and make decisions based on the maximum amount of data.

Problems of traditional strategic planning

Strategic planning is the process of setting long-term goals, analyzing internal and external factors, and determining how to respond to them, allowing businesses to seize opportunities and overcome challenges in a rapidly changing environment to optimally allocate resources, expand market share, or achieve sustainable growth.

Accumulated consulting experience shows that different businesses vary in their level of adaptation of the strategic planning process, although even the best of them often have significant shortcomings in their strategic planning efforts, e.g.

• Planned events are carried out infrequently (once a year or not at all)

• When making strategic decisions, reasoning is often based only on the intuition and experience of management and does not take into account rational factors of the external environment (market, competition).

• The planning process does not use sufficient, accurate and objective data.

• Once strategies are selected and implemented, progress is rarely monitored.

What does AI offer businesses today?

Currently, artificial intelligence is already actively used at various stages of business management and operations. In its simplest form, it serves a descriptive function and is used to create analytical data such as graphs/dashboards for competitive analysis or to study the performance of different lines of business. More advanced versions of AI have diagnostic intelligence, which refers to the ability to establish cause-and-effect relationships between events and understand root causes and driving forces. Such algorithms can identify patterns and trends in customer behavior, market demand, or competitor strategies by analyzing historical data.

The third stage of AI development and the most progressive stage currently actively used in business is predictive intelligence, which has the ability to create forecasts for the future based on certain assumptions and analysis of past experience. Predictive intelligence is used to create scenarios based on various changes and scenarios, allowing business owners to assess the potential impact of these scenarios on their business and develop customized strategies to respond to them. Predictive intelligence can also identify potential risks, which through ongoing monitoring enable organizations to proactively mitigate their negative impact.

The next levels of AI integration into business include developing analytics-based recommendations, delegating certain decisions to artificial intelligence, and full AI autonomy, although the full integration of these stages into management is still a work in progress and will take some time.


Still, how can AI be used in strategic planning?

Despite the fact that the use of artificial intelligence is characterized by growing trends in such key areas of business management as marketing, human resources, logistics, customer service, etc., the degree of its implementation in the strategic planning process is still quite low, due to important features of this process. Unlike other processes associated with business management, the strategic planning process has a particularly high proportion of human involvement, decisions based on personal experience and intuition, emotions, historical and cultural context, along with rational factors.

Therefore, if we ask the question as follows, is it possible to completely automate the strategic planning process using artificial intelligence, the answer is no (at least in the current situation and the future perspective that can be imagined from this situation). However, observing the current business context allows us to confidently say that artificial intelligence is already transforming certain stages of the strategic planning process, as well as the approaches and thinking of the people involved in these stages.

In the strategic decision-making process, we can think of AI-human interaction as a three-step process, in the first step of which a human tells the AI a problem/asks a specific question that it wants to solve. At the second stage, AI processes and analyzes the database associated with the problem, as a result of which it offers the “customer” several options for solving the proposed problem. After this, the “customer” obviously has a choice - make a strategic decision based on the given options, entrust the decision to artificial intelligence, or modify the problem to accept other options.

In other words, AI can play an important role in the strategic planning process in making rational, fact-based and data-driven decisions, the further review and final evaluation of which is still subject to human influence.

Delegating rational decision-making to artificial intelligence will itself change the specificity of certain positions in organizations and will lead to an increase in employer demand for so-called “strategists” who will be responsible for aligning the recommendations generated by artificial intelligence with the values and goals of the organization . Particularly important in this process are skills that will help you make intuitive strategic decisions. An example of such skills is creative thinking, the ability to analyze not only facts, but also context and abstract thinking.

What benefits does AI bring to the strategic planning process?


Incorporating artificial intelligence into the strategic planning process offers companies several significant benefits, which include, but are not limited to:

• Automating repetitive and manual tasks – reducing the time spent on these tasks, optimizing costs and increasing business productivity and efficiency.

• Optimization of the decision-making process. AI algorithms can provide objective and data-driven insights, allowing business managers to make faster and more informed decisions.

• Increased forecasting accuracy – leads to a reduction in risks associated with strategic decisions, and through constant monitoring allows for the timely identification of various anomalies.

Which businesses will benefit most from using AI in strategic planning?

Let's start with the fact that all businesses, regardless of size and industry, have the opportunity to use artificial intelligence more than today. However, the advantages of artificial intelligence in strategic planning are directly proportional to the presence of a number of prerequisites. Therefore, before you begin this process, questions need to be asked (note: the following are some basic questions, although they are not exhaustive; the readiness assessment process will be much more complex):

• Do you have all the data (internal and external) that can influence your strategic decisions? - Remember, often even minor problems in the environment can have a significant impact on your strategy.

• How good is the data you have? - Remember that the result obtained using artificial intelligence will be of exactly the same quality as the information you provide. Therefore, ensuring data accuracy and reliability is critical for effective AI analysis, which in turn requires additional investment in data management systems.

• How flexible is your business? – AI-generated scenarios and recommendations enable you to develop rapid response strategies in a turbulent environment, but you must ensure that your business processes, systems, structures and your team's mindset support the implementation of these recommendations.

What are the potential risks of incorporating AI into strategic decision-making?

If you decide to incorporate artificial intelligence into your strategic planning process, it is important to remember that there is no universal AI that can solve all your problems. However, it is important to understand that artificial intelligence is not “magical.” Therefore, to avoid unrealistic expectations and poor implementation, it needs to be properly structured and contextualized. In other words, it needs to be “trained” to give correct answers and predictions.

When using artificial intelligence, the issue of ethics must also be taken into account. When making strategic decisions, managers consider various ethical aspects and human values, potential impacts on society and the environment, which may not be integrated into the artificial intelligence system.

Another challenge to using artificial intelligence in strategic decision making is accountability. In fact, only humans, not machines (even intelligent machines), can be held responsible for their decisions. This issue will increase the need for legal regulation of strategic AI decisions in the future. To create a regulatory framework for compensation for damage caused by the operation of artificial intelligence systems, it will be necessary to define the concept of artificial intelligence and its status in civil law relations.


In conclusion, artificial intelligence has already changed and in the future will even more fundamentally transform the strategic planning process. By using it, organizations can ensure that their strategies adapt to a rapidly changing environment to ensure long-term success. However, organizations must also take care to address the challenges associated with the use of artificial intelligence and ensure that it is used responsibly in critical decision-making processes.


While a crisis management strategy is an integral part of any long-term business strategy, in today's fast-paced business environment, businesses are often faced with unforeseen events such as global pandemics, political conflicts or economic downturns, which effectively challenge business creators, requiring rapid adaptation and difficult decisions. . By studying these issues in depth, organizations can improve their ability to adapt, identify potential opportunities, and maintain growth even during a crisis. Strategic planning plays an important role in managing crises and ensuring long-term success. Important steps in this process are assessing the impact of the crisis, developing and implementing a plan and strategy for managing it.

Assessing the impact of the crisis

One of the key aspects of navigating an unpredictable environment is environmental analysis, which involves identifying new trends, changes in customer behavior and competition.

Based on the identification of current changes in the external environment, businesses must assess the immediate and long-term financial consequences of the crisis, which may be associated with disruptions in the supply chain, consumer demand and general, existing and expected changes in the market. etc. A thorough analysis gives organizations the opportunity to discover vulnerabilities that will be taken into account when developing a management strategy.

In addition to the financial aspects, it is necessary to assess the impact of the crisis on people inside and outside the organization. This includes assessing employee welfare, customer concerns and any impact on brand image and reputation. Understanding these factors allows organizations to act proactively to support their employees, maintain customer loyalty, and protect brand reputation.

Development of a crisis management plan and strategy

Once the impact of a crisis has been assessed, it is critical to proactively respond to it by developing a crisis management plan. The plan should include analysis of multiple potential scenarios based on different assumptions, allowing business owners to prepare for a wide range of possibilities and make decisions that maximize their chances of success.

One of the most important aspects of a crisis management plan is the creation of an effective crisis management team. This team should include representatives from various departments and positions within the organization, such as finance, operations, human resources, public relations, etc. By creating a diverse team, organizations can ensure comprehensive crisis management.

After assessing the environment, assembling a crisis management team, and analyzing scenarios, organizations must determine key crisis response strategies. These strategies must address short-term and long-term goals such as maintaining operational efficiency, employee safety, and business continuity.

Experience shows that crisis situations stimulate the development of creative thinking and innovation, and also force organizations to reconsider established norms and change the traditional paradigm. In this process, it is vital for organizations to have the skills to adapt to a crisis, which can be achieved by implementing a culture focused on continuous learning and improvement, creating space for innovation, openness and promoting collaboration.

Implementation of crisis response strategies

One of the key aspects of implementing a crisis management plan is developing a communications plan that outlines both external and internal communication protocols and establishes regular communication channels with employees, customers and other stakeholders.

During disruptions, organizations may also need to implement new approaches to maintain business continuity and operational efficiency, something that has become especially evident during the pandemic. These approaches may include implementing remote work policies, providing alternative sources of supply, creating reserve system, etc. By using business continuity-focused approaches, organizations can minimize the impact of crises on daily operations and maximize their ability to recover quickly.


In conclusion, strategic planning in times of crisis is essential to overcome uncertainty and facilitate adaptation and growth. By understanding the challenges associated with a crisis, conducting a thorough assessment, developing a holistic crisis management plan, and effectively implementing crisis response strategies, organizations can overcome difficult times and emerge stronger in the long term.

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On November 10, the Georgian Institute of Public Affairs (JIPA) organized a panel discussion: “Research industry in Georgia: challenges and development prospects.” Representatives of public and private organizations, research companies and scientists took part in the discussion. One of the speakers at the panel discussion was Natalya Kvitsinashvili, executive director and managing partner of ACT Research. The purpose of the discussion was to discuss with the participating parties the current situation, problems and opportunities for the development of the research industry in Georgia, taking into account global trends. The discussion began with the topic of research transformation - the speakers assessed what the research industry was like many years ago, when it was necessary to explain to society and business the overall value of research, clearly convey the benefits of research to both government organizations and the non-governmental sector. According to the panelists, today the research industry is at a different stage of development, its importance and benefits are well understood by everyone who wants to make data-driven decisions and strategically develop their company or organization. Perception of the benefits of research is high even at the government agency level, and research has become an integral part of developing future policies and standards in various fields. During the discussion, the speakers focused on the current market situation, discussed issues of data processing and publication, the importance of obtaining and publishing open data, as well as specific tasks of the research industry - increasing the competencies of researchers and providing future researchers with practical knowledge in the learning process. “Over the past decade, the global research market has undergone a significant transformation. Among them, the role of the researcher as a profession has changed. If previously it was enough for a qualified researcher to know research methodology, a modern researcher requires knowledge of the field/industry of the subject being studied, even requiring expert-level knowledge to a certain extent,” noted ACT Executive Director Natalia Kvitsinashvili during the discussion. The discussion continued with a discussion of current trends in the labor market: according to the panelists, the demand for specialists working in the research industry has increased worldwide; Along with data collection, processing and analysis skills, the digital era has increased the demand for digital skills among professionals, which remains a challenge in terms of industry development in Georgia. According to the speaker of the discussion, director of the Professional Skills Agency Tamar Kitiashvili, “there is a trend towards updating creative skills, and in the long term, it is specialists with such skills that will become the most in demand on the labor market". It was the unanimous opinion of the panelists that the topics raised during the discussion should form the basis for continued discussion and regular meetings in the future, where industry experts, parties involved in research and academic representatives will continue to discuss opportunities and ways of developing the industry.
On November 8, a joint conference of the United Nations Association of Georgia (UNA) and the World Federation of United Nations Associations (WFUNA) The Partnership for Impact Tbilisi Conference: from Blueprints to Breakthroughs  took place. The conference was opened by the President and Secretary General of the World Federation of United Nations Associations, Dr. Sean Chen and Aziel-Philippe Gaulandris. They emphasized the importance of the conference and noted that global problems can only be solved through such multilateral cooperation. The conference included a panel discussion "The Role of Partnerships in Advancing Gender Equality", where attention was focused on the multifaceted aspects of gender equality and women's empowerment. One of the Key-note speakers speaker on the panel was Tinatin Rukhadze, founder of ACT, business leader and management consultant, who spoke on the topic "From Self-Doubt to Success: Empowering Women." Tinatin Rukhadze spoke about the problems and common barriers that women often face. Panelists emphasized the role of gender equality for global prosperity. They also spoke about the need for women to actively participate in public life, which they said would create more stable societies in the world. In addition, special attention was paid to the importance of the main UN documents protecting women's rights. The panellists also emphasized the need to support women to break the “glass ceiling“ and the importance of training women in technology. Speakers of the panel Sophie Torelli Chironi, Geneva Directorate General, CSO Liaison; Rachel Weston Eschenbacher, Regional Policy Specialist on Political Participation and Governance, UN Women Regional Office for Europe and Central Asia; Tinatin Rukhadze, Vision Lead, Founding Partner, Analysis and Counseling Team (ACT); Tamara Zakariadze, Head of CSR, Liberty Bank; Nino Nanitashvili, Co-Founder and Mentor, Georgia Startup Pre-Accelerator. The panel was moderated by Catharina Bu, Secretary General, UNA Norway.
Three new countries on the international map of ACT projects. The research and management consulting company ACT is already represented in 34 countries. As part of the World Justice Project's Rule of Law Index® 2023, the ACT work area has been expanded to include the Eastern European and Baltic countries and Latvia, Lithuania and Poland have been added to our list of work countries. Working in the Baltics is a new stage in ACT's international development, with new countries and experience, and an important step towards the internationalization of services. Strengthening representative and partner networks in already involved countries and geographical expansion towards Central Asia and Eastern Europe continues to be a strategic objective of ACT and a main goal in the coming years.
Within the framework of the project “Strengthening social protection in Georgia,” on October 26 a conference was held, organized by Expertise France, at which ACT analyst Ketevan Antadze and senior consultant Natia Rukhadze presented the main findings of the study. on issues of social protection of the population. As part of the ACT project, two studies were carried out: • Study of the experience and attitude of the population towards social protection issues in Georgia. • A study of the knowledge, experience and attitudes of recipients of social service agencies towards social protection issues in Georgia, the main focus of which was to analyze experiences related to social protection programs in relation to data from a baseline survey that was conducted in early 2022, although the survey Attitude and awareness components were also included. The goal of the Strengthening Social Protection in Georgia project was to support the Government of Georgia, government and civil society organizations in the field of social services, the development of evidence-based policies and the expansion of rights to social protection. The project was implemented in Georgia by Expertise France and the Czech Development Agency with financial support from the European Union.
On October 7, ACT held a workshop on strategic business planning to strengthen the SME sector within the framework of social responsibility. The meeting was attended by executive directors and founders of enterprises. Workshop participants had the opportunity to work with ACT's strategic consultants to evaluate their company's current business model and identify factors influencing their business performance. As a result of the workshop, the participants developed a vision for the long-term development of their business and corresponding effective strategies. The working session was led by ACT founder, business leader, management consultant and executive coach Tinatin Rukhadze.
In January 2023, ACT was contracted by UN Women and UNFPA within the framework of the Joint Programme “EU 4 Gender Equality: Together against gender stereotypes and gender-based violence” funded by the European Union, to carry out the data collection for the Follow-up Assessment on gender norms and stereotypes in the six countries of the project - Armenia, Azerbaijan, Belarus, Georgia, Moldova and Ukraine. Follow-up assessment aimed at measuring progress to overcome gender stereotypes and negative norms and practices and develop gender-transformative behavioral change, through the implementation of civil society organization (CSO) initiatives. The assignment involved extensive preparatory work and required smooth coordination and cooperation with the UN Women and UNFPA country offices implementing the joint Programme as well as complex and specific arrangements for each of the six countries prior to the data collection, since it targeted beneficiaries of the joint Programme’s interventions. Preparatory work as well as data collection process were fully and successfully managed and coordinated by ACT in all six countries and implemented with the help of local vendors. The Study applied a mixed-methods approach and collected quantitative as well as qualitative data on gender stereotypes and harmful social norms and practices in-line with the comprehensive Follow-up Assessment Methodology developed by UN Women and UNFPA. As a result of the joint efforts from all involved parties, it was managed to complete total of 1643 quantitative interviews, 46 focus group discussions and 18 in-depth interviews with seven target segments (youth, fathers, healthcare professionals, women with disabilities, women living with alcohol addiction, perpetrators- and victims of domestic violence) and other population groups (young women and men, mothers and fathers of children with disabilities and partners of fathers). Once finalized, the follow-up assessment analytical report will be published on UN Women and UNFPA websites. On behalf of ACT, project team would like to express sincere gratitude and appreciation to all involved parties and individuals, namely Mrs. Olga Osaulenko / Programme Manager, UN Women and UNFPA Regional Office for Europe and Central Asia; Mrs. Dilara Buyuktas / Programme Associate, UN Women and UNFPA Regional Office for Europe and Central Asia; Guillem Fortuny Fillo / International Expert on Gender studies and UN Women and UNFPA country offices and local implementing partners from all 6 countries - for their invaluable support and level of cooperation throughout the project implementation.