They do not see it yet. An AI dependency becomes strategic when exit is technically difficult, contractually locked or economically prohibitive. The test: can you exit in under 3 months, at acceptable cost? If not, you have a strategic dependency.
An AI dependency is a dependency relationship created by the integration of an AI system into an organisation's processes, making removal of that system difficult or costly. AI dependencies include usage, learning, data and process dependencies.
Many organisations underestimate the dependencies created by their AI deployments. Mapping these dependencies is the first tool of effective executive AI governance.
A tool becomes useful. Then indispensable. Then integrated into a process. Then difficult to replace. Then structural. The dependency forms without explicit decision, often within 12 to 18 months. When it becomes visible, the exit cost is already significant.
Operational dependency: a tool is used regularly but remains replaceable with acceptable effort.
Tactical dependency: a system is integrated into important processes; migration would require significant resources.
Strategic dependency: exit is technically difficult, contractually locked or economically prohibitive. Negotiating capacity is compromised.
A dependency is not a problem as long as you can exit. When you can no longer, it is not a dependency. It is capture.
If the answer is no to at least two of these questions: you are already captured.
Classic KPIs measure productivity, avoided costs, reduced timelines. They rarely measure loss of control. An organisation can show positive operational performance while building an irreversible strategic dependency.
We map your critical AI dependencies and their reversibility level. Exclusively executive committees.
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