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Stratégie & Intelligence artificielle

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  • Henri Isaac

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

Given the rapid development over the past decade of methods qualified as "artificial intelligence" (AI), questions arise about how these methods might fit into a firm's strategies, or even replace them. This view overlooks the aspects of strategy-making that are marked with a high degree of uncertainty and many an ambiguity. The limitation inherent in building tools for decision-making that massively rely on sets of data restricts somewhat the possibility of this happening. Although it is unlikely that AI will some day steer a firm's strategic decisions, its use in corporate strategies is already a reality that is modifying the architecture of resources and qualifications within firms. This new architecture of the creation of value requires an internal reorganization for it to be deployed in business process strategies. Given the nature of the decisions automated by AI, it is imperative for firms to set up a body of governance that will define the doctrine for using such a technology.

Suggested Citation

  • Henri Isaac, 2020. "Stratégie & Intelligence artificielle," Post-Print hal-03068380, HAL.
    • Handle: RePEc:hal:journl:hal-03068380
    Note: View the original document on HAL open archive server: https://hal.science/hal-03068380v1
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    References listed on IDEAS

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    1. Prasanna Tambe, 2014. "Big Data Investment, Skills, and Firm Value," Management Science, INFORMS, vol. 60(6), pages 1452-1469, June.
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    Keywords

    prise de décision stratégique; gestion de l'innovation; machine learning; changement organisationnel;
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