The Agile Organization Déjà Vu.

Key insights from G2's "AI: Always Included" Report and Forrester's State of AI Survey (2025) reveal critical trends: high demand for default AI functionality, a buyer preference for vendors with robust AI capabilities, and a shift in software pricing models. Despite the push for AI integration, challenges remain in measuring financial impacts and in committing to long-term AI strategies.

Artificial intelligence appears to be entering a new phase of enterprise adoption. The excitement surrounding pilots, proofs of concept, and ambitious transformation promises is gradually giving way to a more practical question: how do we make AI part of everyday business operations?

Two recent industry surveys suggest that the conversation is shifting from experimentation to operationalization. Buyers increasingly expect AI capabilities to be embedded into the software they already use, while organizations are focusing less on AI itself and more on governance, adoption, measurable outcomes, and sustainable operating costs.

This post explores what those findings may tell us about the next stage of enterprise AI.

Implementation of AI in Business Operations

The implementation of AI within organizations has transitioned from a novel concept to a critical component of operational excellence.

Initially, the excitement surrounding AI technologies led to significant investments and a flurry of activity as businesses sought to leverage the potential of these advanced tools.

However, over time, it has become clear that AI is not just a passing trend but an essential element of Opex within BAU processes.

The Shift to Opex BAU

As AI technologies have matured and been integrated into everyday operations, they have become standard practice rather than experimental projects. This shift signifies that organizations are no longer merely exploring the capabilities of AI; they are embedding these technologies into their core processes.

The focus has evolved from initial implementation and experimentation to optimizing and refining AI use to enhance efficiency, productivity, and overall business performance.

Declining Spending Hype

Companies are now prioritizing sustainable, strategic AI spending that delivers measurable value, rather than succumbing to the hype of AI's early days.

With the spending hype subsiding, buyers are increasingly focused on optimizing their supply chains and reducing costs.

This trend reflects a broader shift in business strategy, where organizations are seeking to create leaner operations. Furthermore, AI tools assist in predictive analytics, allowing businesses to anticipate market trends and adjust their supply strategies accordingly.

Companies aim to ensure they remain competitive in an increasingly dynamic landscape.

Mixed Signs of Returning to Reality

As the initial excitement wanes, organizations are focusing on smart investments that optimize supply chains and improve cost efficiency. This strategic approach positions businesses to harness the full potential of AI, driving sustained growth and innovation in a rapidly changing environment.

At the same time, there are signs of suboptimal governance, low user adoption, and inflated short-term expectations not grounded in measurable financial contributions.

Yet, reading the industry and market reports, it looks like we are expecting a breakthrough performance without:

• redesigning processes (e.g., digitization vs digitalization)

• relieving people's fears of job loss,

• developing new skill sets,

• assigning ownership,

• enforcing usage,

• measuring outcomes.

Building Agile Organizations Without Touching the Core

Reading these reports feels strangely familiar. Fifteen years ago, Agile was expected to transform organizations. Many companies bought the terminology before changing the processes.

Today, AI risks following the same path. New technology alone rarely changes how organizations work.

I recall the Agile era statements like these, which rarely brought about the anticipated change and adoption, but often added to the confusion:

Moving to a more agile organisation does not stop at delivering customer-focused solutions or operational excellence; it is rather a step towards improving your organisation’s chances of discovering innovative solutions by purposefully creating a dynamic relationship between all procurement members and their stakeholders.

Aren't we talking AI just like we did back in Agile times? Aren't we betting everything on a single horse? Again?