An event that strikes a chord with the times
Artificial intelligence has long been more than just a topic for the future. It is already changing business models, value creation and management work today. This is precisely what became clear at the HSG Alumni event “Next Strategy: Rethinking companies with AI”.
With around 150 participants, the event was fully booked – and one thing above all: a reality check. The discussions clearly showed that many companies are in the midst of transformation, but are often still unsure how consistently they should go down this path.
Between efficiency and real transformation
A central area of tension ran through the entire evening: Do we use AI to make existing processes more efficient – or to fundamentally rethink companies?
Many organizations are currently still focusing heavily on optimization. Processes are being improved, costs reduced and workflows accelerated. This makes sense, but falls short. Because if you only optimize what already exists, you run the risk of becoming better at exactly that – even if it is no longer relevant in the long term.
The real opportunity of AI lies not in efficiency, but in the redesign of business models.
AI-first or just a new hype?
The question of whether companies should pursue a consistent “AI-first” approach was deliberately discussed in a differentiated manner.
AI does not develop its added value through individual tools or pilot projects. Integration into business models, decision-making processes and the organization itself is crucial. At the same time, the ability to distinguish between sustainable substance and short-term euphoria is needed right now.
Companies are therefore faced with a challenging balance: boldly forging ahead – without blindly following every trend.
Strategy remains – but becomes more flexible
A clear consensus of the evening: strategy is not losing importance, but gaining relevance. At the same time, its nature is changing.
Traditional strategy cycles are increasingly reaching their limits because markets are developing faster than many organizations can react. Companies must learn to adapt continuously without losing their long-term focus.
Vision and mission remain central guidelines. Concrete implementation, on the other hand, becomes more dynamic, iterative and more strongly characterized by ongoing learning.
Understanding AI means learning anew
A particularly striking thought of the evening was the analogy to learning to read.
AI is becoming a fundamental skill in everyday working life. It is not enough to have individual specialists or create new roles. Rather, organizations as a whole must learn to work with AI.
This also means that employees need orientation. Without a clear picture of where the company is heading, uncertainty arises – and in the worst case, stagnation.
Technology is rarely the real problem
Many companies are currently investing heavily in tools, platforms and use cases. However, the greatest leverage often lies not in the technology, but in the organization itself.
AI is often developed in isolated projects or labs without really reaching everyday life. At the same time, there is a lack of clear structures to anchor findings broadly within the company.
Successful organizations take a different approach. They integrate AI deeply into their processes and create a culture that enables learning, experimentation and even failure.
New forms of cooperation
AI is not only changing what we do, but also how we work.
Companies must learn to increasingly delegate tasks to systems and agents. This requires a new understanding of productivity, responsibility and collaboration.
In this context, leadership means less control and more orientation. It is about creating framework conditions in which people and systems can work together effectively.
Responsibility at the highest level
One particularly clear point of the evening was the role of boards of directors and management boards.
AI is not just an opportunity, but part of responsible corporate governance. Those who ignore the topic are neglecting key aspects of risk management and future viability.
At the same time, there is a clear gap: Many committees still lack the necessary skills to make well-founded decisions in the context of AI.
Classification from the perspective of the Online Group
Balz Zürrer’s perspective makes it clear what is important now. Many companies have recognized the potential of AI, but there is often a lack of clear strategic guidelines.
It is crucial not to treat AI as an isolated innovation topic. It will only have an impact if it is consistently integrated into processes, decisions and business models.
This is where it becomes clear that technology alone is not enough. The real success factor lies in the interplay between strategy, organization and continuous learning.
The difference lies in the courage
The event was more than just an exchange – it was an honest look at the current state of many companies.
The crucial question is no longer whether AI should be used. It is: how consistently are we prepared to rethink our company?
Because in the end, the difference is not made where processes become a few percent more efficient. It is created where companies have the courage to fundamentally question their value creation.
Efficiency keeps you in the game. Transformation decides who wins.
