The problem is not future. It is already underway. Every AI integration creates a dependency. Not always visible. Not always immediate. But structural: what are you already dependent on without knowing it?
A strategic AI dependency differs from an operational dependency by its impact on the organisation's capacity to act freely. It affects critical decision-making processes, proprietary data, or strategic skills, and its reversibility is low.
For French executive committees, mastering these dependencies has become a concrete governance challenge: who controls critical components, under what conditions, and can we still exit?
You are not integrating AI. You are outsourcing a capability — and transferring power. When an organisation adopts an AI tool, it thinks it is gaining efficiency. But it is also externalising part of its capacity: analysis, production, decision, interaction, classification, recommendation or steering.
The dependency installs before it becomes visible. What distinguishes an acceptable dependency from a strategic risk: reversibility.
A dependency becomes critical when the organisation can no longer: function without the system; explain the results it produces; negotiate conditions; replace the vendor; protect its data; maintain its differentiation; fulfil its control obligations.
Classic KPIs show productivity gains, savings, reduced timelines. They rarely show loss of control. An organisation can show operational improvement while building a strategic dependency.
We map your strategic dependencies and assess their reversibility. Exclusively executive committees.
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