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In an era defined by rapid technological disruption, strategist and executive coach Bernhard Ries urged leaders to return to the fundamentals: clarity of purpose, ethical grounding, and human connection—even as artificial intelligence reshapes the rules of the game.

Bernhard Ries, an executive and strategy coach who previously led the Intel Corporation’s corporate strategy office, delivered a presentation about artificial intelligence called “Strategic Agility in the Age of AI” during an Iacocca Institute Executive Fellows discussion.

“The technology disruption we’re living through today, we’ve seen this movie before,” Ries said. “But it feels even more powerful than the Internet disruption and transformation, because it’s really technology disruption layered on top of more technology disruption.”

The presentation marked the fourth gathering of the Executive Leadership Dialogue Series, a monthly meeting of business professionals, scholar-practitioners, and multidisciplinary experts from throughout the nation and abroad for a robust discussion and exchange of ideas.

A Measured Voice in a Hype-Driven Space

Ries is a seasoned technology executive with more than 30 years of experience across software engineering, product and brand marketing, business development, and corporate strategy. He worked for 25 years at Intel, and currently works as a Founding Partner with PBJ People Consulting & Coaching, as well as Managing Partner with Trigate Strategy Coaching.

Ries sought to offer “sense-making” rather than groundbreaking ideas. While many clients today are seeking guidance on understanding and navigating AI disruption, Ries warned humans are generally bad at predicting the future. He suggested caution and humility while strategizing around artificial intelligence.

Although AI exceeds human capabilities in narrow tasks like speech recognition and predictive reasoning, Ries warned against assuming this means general AI is imminent. Technological progress is uneven and often slower than predicted, he said, comparing predictions around AI to unrealistic expectations about self-driving cars in the late 2000s.

“Back in 2009 we had these self-driving cars driving around, and I was convinced my two-year-old son at the time would never need a driver’s license,” Ries said. “Fast forward to today: they exist, but aren’t yet commonplace or fully reliable. I’m still not able to hail a ride from one.”

Building a Global Leadership Network

Launched in July 2024, the Executive Fellows foster a rich exchange of diverse perspectives that will enhance cultural competency and global awareness among the Iacocca Institute community, helping its learners, alumni, and extended network to develop a nuanced understanding of global affairs and operate effectively in a connected world.

Visit here for a list of current Executive Fellows, which includes representatives from such companies and organizations as AACOM, AAMC, Evolution Advisors, Iberia, Kerning Strategies, Muhlenberg College, PBJ People Consulting & Coaching, Stanton Chase, Three Hills Capital, and Think Creative.

By regularly providing insights into emerging trends and best practices from various industries, the Iacocca Institute Executive Fellows network creates a forum that enables rapid dissemination of new knowledge and the cross-pollination of ideas that encourage innovative solutions to complex problems across different contexts.

Bernhard outlined a simplified, iterative framework for strategy—clarify aspirations, evaluate options, take action, and adjust—that also mirrors the process of leadership coaching. This approach treats strategy not just as analysis, but as an ongoing, collaborative learning cycle.

In the age of AI, the fundamentals of strategy remain the same, Ries said. What changes is the context: organizations must now apply this framework within a rapidly evolving technological landscape.

AI’s Promise—and Its Pitfalls

Ries cited a late 2024 McKinsey report that found most companies are still in the early stages of AI adoption, focused on efficiency gains and experimenting with generative AI tools, especially in marketing and customer engagement. The strategic challenge is to understand where we are in the AI transformation curve and adapt accordingly.

“Almost everybody is experimenting with general AI tools,” he said. “There’s more and more use cases that are being tried, but it’s really still early days in terms of value capture. Most companies interviewed say they’re not yet at the stage where they’re experiencing meaningful bottom line impact.”

As organizations navigate the age of artificial intelligence, Ries argued that strategy must remain rooted in clarity, adaptability, and human-centered design—even as disruption accelerates. He drew parallels to the Internet revolution, noting a trajectory from early efficiency gains to eventual systemic transformation.

Current AI use is largely experimental, with most companies focused on automating frontline tasks and building infrastructure, Ries said. While investment is high—up to $300 billion in 2025 among tech giants—questions remain around ethics, environmental impact, and human interaction with intelligent systems.

“Always keep in mind that there ought to be ethical guardrails, and just because you can do something doesn't mean you should,” Ries said. “You need an ethical framework that aligns AI with the purpose and the values of where you're trying to go, because otherwise there's a lot of power in this technology that might get misused in obvious ways, or applied in ways that you don't even predict.”