Best of LinkedIn: Strategy & Consulting CW 46/ 47

Across the selected posts, strategy and consulting visibly shifted from AI curiosity to AI operating reality. The dominant thread was agentic AI moving from concept to workforce design, with consulting firms racing to productize delivery while clients demand measurable value and stronger governance. In parallel, sustainability, tax, and capability building stayed on the agenda as practical execution topics, not side narratives.

Date

November 12, 2025

Strategy & Consulting

Thomas Allgeyer

Methodology: Every two weeks we collect most relevant posts on LinkedIn for selected topics and create an overall summary only based on these posts. If you´re interested in the single posts behind, you can find them here: https://linktr.ee/thomasallgeyer. Have a great read!

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And here is our Strategy & Consulting Summary for CW 46/ 47:

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AI, Data, and Analytics

AI was positioned as an enterprise operating model, with JPMorganChase used as the benchmark for scaled execution
Agentic AI and multi agent systems were framed as the next step for coordinating complex workflows and decisions
Strong data management and governance were emphasized otherwise agents amplify noise over value
AI in KYC and financial crime shows promise but regulation and operational readiness still slow deployment
Security leaders urged starting adoption with critical assets given ongoing vulnerabilities and threats
Large firms like Deloitte are embedding AI into consulting offerings, engagement models and internal talent pathways

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Agentic AI and Autonomous Workflows

Agentic systems were described as a shift from classic RPA enabling autonomous end to end orchestration
Retail and customer journey use cases served as early proof for always on assistants and faster cycle times
Investment momentum suggests agents are becoming a core workforce capacity lever through 2026
Human AI collaboration and operating model design were named as the main scaling bottlenecks
Success was linked to workflow redesign, strong data foundations and talent upskilling not just tool stacking
Flatter orgs and continuous learning cultures were forecasted as agents take on repeatable knowledge work

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AI Productization and Delivery Models

AI enablement was tied to capability-based transformation across processes, skills and tech stacks
Product leaders were encouraged to pair PM craft with AI fluency in problem framing, data sense and user empathy
LLMs were treated as cost and risk investments do not plug and play ROI engines
EU AI Act readiness was positioned as an early compliance and engineering advantage
Board oversight was seen lagging in private companies creating governance exposure
Alignment across CFO, tech and product teams was positioned as essential for monetization

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Responsible AI, Risk, and Trust

Hallucination driven credibility failures reinforced trust as a front-line risk
Transparency, traceability and coherent AI narratives were positioned as critical to legitimacy
Financial services examples stressed governance, explainability and control before using agents in risk sensitive domains

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Sustainability and Climate Strategy Execution

ESG and Net Zero discussion focused on funded transition pathways tied to measurable business outcomes
Sustainability was linked to industrial regionalization and value chain redesign as competitiveness levers

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Finance, Tax, and Policy Signals

OECD tax convention and UK budget signals pointed to tighter cross border rules affecting talent and remote work
CFO roles expanded toward strategic steering and tech enabled value capture
EV industrial policy highlighted tariffs, infrastructure build out and regulatory mandates shaping market structure

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Organization, Capability, and Resilience

ERP and large-scale transformation was framed as capability building journeys where adoption unlocks value
Geopolitical uncertainty and low business confidence in Germany elevated scenario planning and resilience

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