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TRUVACE RECORD VERSION
record: TRV-2026-0400
version: 1
kind: certified
reason: Certified into the record
timestamp: 2026-07-20T10:25:01.206307Z
status: published
lens: p_space
sector: policy
headline: From pilots to decision systems: embedding generative AI into strategic decision-making through a socio-technical and governance lens
dek: Generative AI (GAI) promises superior analytics and agility in strategy work, yet organisations struggle to move beyond pilots towards routinised decision inputs. This study investigates how GAI becomes embedded in strategic decision-making (SDM) through a qualitative single-case analysis of a global multi-brand group, based on 27 semi-structured executive interviews triangulated with internal documents and industry reports. Structured inductive coding yields a process model identifying enablers, leadership-driv…
gain_title: (none)
problem_title: Organizations attempting to embed generative AI into strategic decision-making struggle to move beyond pilots due to hallucination risks, prompt-engineering deficiencies, data readiness gaps, and privacy or IP concerns.
trace_subject: (none)
gain_reading: (none)
gain_evidence: (none)
problem_reading: Organizations attempting to embed generative AI into strategic decision-making struggle to move beyond pilots due to hallucination risks, prompt-engineering deficiencies, data readiness gaps, and privacy or IP concerns.
problem_evidence: organisations struggle to move beyond pilots | hallucination risks | privacy or IP concerns
quick_read: Researchers conducted a qualitative single-case study of a global multi-brand group to examine how generative AI moves from pilots to routinised inputs in strategic decision-making. Based on 27 executive interviews and document triangulation, they identified enablers and barriers and proposed a four-stage pathway from Awareness and Exploration to Institutionalisation and Transformation with quality, provenance, explainability and accountability gates.

The work matters because it reframes generative AI from an autonomous oracle to governed decision support and offers heuristics for scaling responsibly. Uncertainty remains about transferability beyond the single case, long-term performance of governance gates, and whether quick wins translate into sustained strategic transformation.
limitation: Findings derive from a qualitative single-case analysis of one global multi-brand group, limiting generalizability beyond that organizational context.
tag: Evidence-backed problem
key_points: Qualitative single-case analysis based on 27 semi-structured executive interviews triangulated with internal documents and industry reports. | Identified enablers: leadership-driven adoption, quick wins, prompt-based experimentation, workforce training, secure platforms, dedicated investments. | Identified barriers: strategic ambiguity, limited awareness, hallucination risks, prompt-engineering deficiencies, data readiness, privacy or IP concerns. | Proposed four-stage pathway: Awareness and Exploration, Experimentation and Pilots, Formal Adoption and Integration, Institutionalisation and Transformation. | Governance mechanism includes admission gates for quality, provenance, explainability, and accountability with human-in-the-loop redistribution of responsibilities.
rundown: The study used structured inductive coding of 27 executive interviews plus internal documents and industry reports to build a process model of GAI embedding.

The model specifies four stages with admission gates for quality, provenance, explainability, and accountability, and describes human-in-the-loop arrangements that redistribute responsibilities between AI and managers.

Governance templates and socio-technical alignment were found to determine whether GAI outputs are admitted into formal deliberation, reframing GAI as decision support rather than autonomous oracle.
sources:
- peer_reviewed | Journal of Decision Systems | https://doi.org/10.1080/12460125.2025.2597835 | 2026-01-02
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