Not every manager needs to be the deepest technical expert in the room. But there is a significant difference between not knowing every detail and not understanding how the business actually works.

Earlier this week, I wrote about AI capability developing faster than many organisations’ ability to control it. The natural question is: What should organisations actually do about it?

I work with AI almost every day to analyse information, develop pricing tools and improve business processes. The more I use it, the more I recognise both its value and its risks.

AI adoption often starts with excitement: a new tool, a successful pilot, and ambitious plans for productivity and transformation. Then usage slows, employees return to familiar processes, and the tool never becomes part of everyday work. The problem is often not the technology, but the approach.

Inflation had been falling after the pandemic, but that progress has become uncertain. Energy costs, trade restrictions and geopolitical conflict are creating new price pressures, and the IMF warned in July 2026 that global disinflation had stalled.

The rules of professional value are changing faster than most people realize.

Artificial intelligence is entering workplaces faster than many organisations can develop responsible-use guidelines. A short training session may introduce employees to prompting and confidentiality, but it does not automatically make them “AI-ready.”

Every purchasing decision starts with one question:

"We need to sell more."

"Will AI take my job?"

For decades, pricing has often been treated as an extension of Sales. In many organizations, pricing teams calculate costs, prepare quotations, and respond to requests after the commercial strategy has already been defined. That model is becoming outdated. Artificial Intelligence, market analytics, and real-time data are transforming pricing into one of the most strategic capabilities within any business. Organizations that continue treating pricing as a back-office support function risk leaving significant revenue and profit on the table.