What AI Cannot Do for Strategic Analysis Process

What AI Cannot Do for Strategic Analysis Process?

Key Takeaways:

  • AI lacks the ability to deeply understand highly complex, ambiguous strategic problems involving subjective issues like geopolitics or human motivations. It cannot discern subtle meaning or make nuanced judgements.
  • AI systems cannot adequately account for unique contexts, special circumstances, or outlier cases that are often crucial in strategy analysis. They focus on generalizable statistical patterns.
  • AI falls short when difficult judgement calls requiring creativity are needed, such as envisioning scenarios or assessing the trustworthiness of leaders based on subtle cues.
  • AI struggles to find meaning in the face of uncertainty and information ambiguity compared to human analysts’ high tolerance for wrestling with unclear or disjointed data.
  • Risks exist in anthropomorphizing AI’s abilities. Leaders should judiciously apply AI tools to aid human advisor strategy setting rather than handing decisions to black box machines.

Artificial intelligence (AI) has made great strides in recent years, with machinescapable of beating humans at games like chess and Go. However, there are still many things that AI cannot do when it comes to strategic analysis and decision making inbusiness and policy contexts.

Understanding Complex, Unstructured Problems

One of AI’s main limitations is its inability to deeply understand highly complex, unstructured problems with ambiguous or subjective aspects. Strategic analysis often deals with messy, interconnected issues like geopolitical risks, cultural forces, or assessing thetrustworthiness and hidden motivations of human leaders.

Current AI lacks the knowledge and advanced reasoning ability needed to provide nuanced insights on these gray areas. It can identify patterns in data but cannot discern subtle meaning or make judgments of character like a seasoned strategist can.

Appreciating Unique Contexts

Additionally, AI systems cannot adequately account for exceptions, special contexts, or outlier cases that matter in strategy analysis. Business and geopolitics are shaped by unique factors like personal relationships between leaders, improbable “black swan” events, temporary opportunities, exceptions to general rules due to special circumstances.

Humans draw on diverse life experiences and education to identify rare, unexpected influences that turn out to be crucial. AI models anchored in statistical reasoning tend to dismiss anomalies and non typical cases in their quest for generalizable patterns.

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Making Creative Judgment Calls

Similarly, AI falls short when difficult judgment calls requiring creativity are needed in the analysis process.

Evaluating Trustworthiness

Assessing political leaders’ trustworthiness and psychological quirks can be vital in strategy. However subtle facial cues, tone of voice, gut feelings, reading between the lines, and other intangibles allow humans to gauge credibility and character in ways current AI cannot replicate.

Developing Scenarios

Likewise, strategists use imagination to construct scenarios about alternative futures based on “what if” questions. Although AI can model future outcomes, it lacks the freewheeling curiosity and creativity that humans apply when brainstorming imaginative, even highly improbable scenarios with strategic implications.

Finding Meaning in the Gray Zone

Moreover, human analysts have a high tolerance for information ambiguity and uncertainty. the “gray zone” where clear meanings and patterns do not readily emerge from info about a situation.

Unlike humans struggling amidst ambiguity to find interpretive clarity from disjointed details, AI quickly loses confidence when data gets noisy and patterns turn fuzzy. It tends to simply default to simplistic explanations rather than working through layers of possibilities. As such, AI plays an important role but is not a panacea for the enduring need for human discernment in navigating strategic unknowns. Combining AI enabled data synthesis with human wisdom holds much promise.

Risks of Anthropomorphizing AI’s Abilities

The marketing hype about AI tends to anthropomorphize what machines can actually do. In reality, impressive feats like beating human Go masters derive from brute computational power rather than human like comprehension or reasoning.

Unrealistic expectations about imminently achieving human level strategic analysis abilities with AI are bound to be disappointed and potentially dangerous if acted upon. Leaders still clearly set strategy based on human advisors, not machines.

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Narrow AI Versus General Intelligence

Most current AI systems are narrow AI designed for specific tasks like object recognition, language translation or playing games with set rules. General intelligence able to reason across different contexts like humans remains elusive. Attempts at broad AI frequently run into challenges like combining symbolic logic with neural networks. While advances continue through initiatives like DARPA’s Machine Common Sense program, truly replicating multi domain human intelligence in machines may take decades more if even feasible.

Inability to Make Cross Disciplinary Connections

Strategic analysis requires connecting interdisciplinary dots by drawing on diverse knowledge fields. For example, a technology firm’s strategy may hinge on assessing second order effects between geopolitical trends, cultural shifts in media consumption, blockchain innovations and supply chain economics.

Unlike seasoned analysts, AI cannot perform quick cross disciplinary pattern recognition and insight generation leveraging mental models built over years. The software engineer spearheading an AI project may not sufficiently account for emerging neuroscience insights around decision fatigue without a strategistflagging this connection.

Difficulty With Causality Nuances

Furthermore, strategic analysis demands nuanced determination of causality whether event A truly drives outcome B or it only appears correlated. Spurious correlations and conflating coincidence with causation are common AI pitfalls without human guidance.

For example, an AI model may associate growing social media penetration with democratization based on dataset patterns. However, human analysis about complex on the ground realities could show online connectivity fueling tribalism instead in many contexts. Hence correlation does not necessarily indicate causation, revealing AI’s limitations.

Experimentation Challenges

Complicating matters, strategists cannot run controlled experiments altering single variables like lab scientists to conclusively test causality hypotheses. Does ousting dictatorsspread democracy or chaos? Such complex “what if” questions defy experimental testing at societal scales AI requires for causal machine learning. So strategic analysts must rely more on reasoning skills tomake informed causal judgments despite inherent uncertainty.

Translation Challenges Across Industries

Industry specific conceptual models, terminology, metrics and decision frameworks pose another hurdle for AI capabilities in strategy analysis. Even fundamental ideas like “performance” mean very different things across sectors. Returns on investment drive Wall Street while social impact maters more for non profits. And laboratory based scientific advances do not easily translate to mass market products with human variability.

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Without a basis grasping these translation challenges stemming from disciplinary silos, AI cannot appropriately adapt insights between sectors. Strategists fill this gap by identifying promising cross-pollination opportunities through analogical and metaphorical reasoning hampered in machines focused on literal pattern recognition.

Ethical Blind Spots

Furthermore, strategic plans inevitably reflect and impact societal values. So astute strategists consider complex ethical questions around emerging issues like gene editing or AI accountability that draw on philosophy principles and moral tradeoffs.

However, current AI systems lack contextual judgment capabilities to reliably navigate such ethically ambiguous gray zones that frequently arise in strategy analysis.In the absence of ethical common sense, overconfident analysts or leaders could employ AI models in reckless ways without enough caution.

For example, security agencies may applypattern recognition algorithms to predict civil unrest without reflecting on risks of self fulfilling dystopian outcomes from heavy handed government repression fueled by such anticipatory intelligence. More thoughtful policy integrating sociology insights could avoid this feedback loop. But developing this kind of ethically minded strategic thinking remains beyond AI.

Conclusion

In summary, while narrow applications of AI like optimization, predictive analytics and pattern recognition will continue growing, genuine comprehension and judgment for strategy setting remains a stubbornly human capability for the foreseeable future.

AI cannot replace time tested diligence virtues like discernment and wisdom earned from life learning, vital to sound strategy amidst uncertainty. Rather than hand leadership decisions to black boxes, the wise course is patiently nurturing human expertise while judiciously applying AI tools where helpful.

FAQs

What are the limits of AI in strategy analysis?

AI lacks real world knowledge, reasoning ability, appreciation of contexts and subjective issues vital to strategy analysis of complex geopolitical, market and technology problems.

Can AI assess trustworthiness and hidden motivations?

No, subtle tells involving facial cues, tone of voice and cultural insights allow experienced human strategists to better gauge credibility and character.

How does AI fall short in open ended scenario thinking?

AI can model scenarios but lacks human creativity, imagination and curiosity to brainstorm wide ranging, highly improbable what if scenarios vital to strategy analysis.

Why does AI struggle with uncertainty and information ambiguity?

Unlike humans who persist in finding meaning amidst ambiguity, AI loses confidence fast when data patterns turn unclear in noisy, poorly structured data.

Is it wise to rely on AI for strategy setting?

No, Leaders should set strategy based on advisors with wisdom rather than black box machines. Unrealistic faith in imminently achieving human reasoning with AI is dangerous.

Sawood