{"id":120,"date":"2026-02-23T07:36:22","date_gmt":"2026-02-23T07:36:22","guid":{"rendered":"https:\/\/maddaisy.com\/index.php\/2026\/02\/23\/the-strategy-bandwidth-gap-why-csos-are-being-sidelined-on-their-own-ai-agendas\/"},"modified":"2026-02-23T07:36:22","modified_gmt":"2026-02-23T07:36:22","slug":"the-strategy-bandwidth-gap-why-csos-are-being-sidelined-on-their-own-ai-agendas","status":"publish","type":"post","link":"https:\/\/maddaisy.com\/index.php\/2026\/02\/23\/the-strategy-bandwidth-gap-why-csos-are-being-sidelined-on-their-own-ai-agendas\/","title":{"rendered":"The Strategy-Bandwidth Gap: Why CSOs Are Being Sidelined on Their Own AI Agendas"},"content":{"rendered":"

Ninety-five per cent of chief strategy officers expect AI and technology-led disruption to materially reshape their strategic priorities this year. Yet only 28 per cent co-lead their organisation\u2019s AI-related decisions. That gap \u2014 between expecting AI to change everything and actually having the authority to steer it \u2014 is the central finding of Deloitte\u2019s 2026 Chief Strategy Officer Survey<\/a>, and it has implications well beyond the strategy function.<\/p>\n

For maddaisy.com\u2019s consulting audience, the data confirms a pattern that has been building for months. The executives whose job description is literally to chart the company\u2019s future are being outpaced by the very transformation they are supposed to lead.<\/p>\n

The bandwidth problem is structural, not personal<\/h2>\n

Deloitte\u2019s survey paints a picture of a role under strain. More than half of CSOs report managing too many priorities with too little time. Approximately half have five or fewer direct reports. Many rely on rotating external support \u2014 often consultants \u2014 to advance critical initiatives, which ironically consumes more coordination time and leaves less room for the strategic thinking the role demands.<\/p>\n

Despite this, expectations continue to expand. Nearly two-thirds of CSOs now lead cross-functional transformation efforts, and more than half drive enterprise-wide agendas that stretch well beyond the role\u2019s traditional remit. The mandate is growing; the resources are not.<\/p>\n

Only 35 per cent of CSOs say they co-lead or fully own decision-making for their organisation\u2019s top priorities. As Gagan Chawla, Deloitte\u2019s US Business Strategy Practice leader, puts it: strategy leaders should \u201creimagine their mandate and champion governance that aligns decision-making power with enterprise priorities to help ensure strategy drives value, not just insight.\u201d<\/p>\n

That is a polite way of saying many CSOs are producing analysis that nobody with execution authority is acting on.<\/p>\n

The AI authority gap<\/h2>\n

The most striking disconnect is on AI specifically. Nearly every CSO surveyed expects AI to reshape competitive dynamics. Yet the survey finds that only 28 per cent co-lead enterprise AI decisions, and just 16 per cent say their organisation uses AI to fundamentally reimagine lines of business or create new competitive advantages.<\/p>\n

This sits uncomfortably alongside data maddaisy.com has been tracking. PwC\u2019s 2026 CEO Survey found that 56 per cent of chief executives cannot point to measurable revenue gains from AI<\/a>. If the executives responsible for enterprise strategy are not materially involved in AI decisions, the ROI gap starts to look less like a technology problem and more like an organisational design failure. AI investments are being made by technology teams, approved by finance, and executed by operations \u2014 while the people tasked with ensuring these investments align with long-term competitive positioning watch from the sidelines.<\/p>\n

The Deloitte data suggests momentum is building \u2014 51 per cent of CSOs now view AI as a strategic partner that enhances insight and accelerates execution, and 61 per cent report investing in AI literacy. But viewing AI as useful and having authority over its deployment are very different things.<\/p>\n

Where this connects to consulting<\/h2>\n

The CSO bandwidth gap has direct consequences for the consulting industry. Strategy firms have traditionally sold to the strategy function \u2014 providing the research, analysis, and frameworks that CSOs use to set direction. If those CSOs lack the authority to act on strategic recommendations, the value proposition of strategy consulting shifts.<\/p>\n

This helps explain the trend maddaisy.com examined last week in the shift from billable hours to outcome-based consulting<\/a>. When McKinsey ties a third of its revenue to measurable business outcomes rather than advisory engagements, it is partly responding to a reality where clients\u2019 strategy functions cannot translate advice into action without hands-on support. The consulting engagement is moving from \u201chere is what you should do\u201d to \u201clet us do it with you\u201d \u2014 and that shift is driven not just by AI capabilities but by the operational reality that internal strategy teams are stretched too thin to execute.<\/p>\n

Accenture\u2019s recent disclosure reinforces the point from the technology side. The firm announced in December that it would stop separately reporting advanced AI bookings<\/a> because AI is now \u201cembedded in some way across nearly everything we do.\u201d With $11.5 billion in AI bookings across 11,000 projects and revenue of $4.8 billion, Accenture has reached a point where AI is infrastructure, not a standalone initiative. For CSOs trying to \u201cown\u201d the AI strategy, this creates an additional challenge: when AI permeates every function, there is no single strategy to own.<\/p>\n

Confidence without control<\/h2>\n

Perhaps the most telling number in the Deloitte survey is the confidence gap. Seventy-two per cent of CSOs are optimistic about their organisation\u2019s prospects, compared with just 24 per cent who feel the same about the global economy. Strategy leaders believe their companies can win despite external uncertainty \u2014 but this confidence sits alongside an admission that they lack the bandwidth and authority to ensure it happens.<\/p>\n

Adam Giblin, Deloitte\u2019s US Chief Strategy Officer Programme lead, frames it directly: \u201cCSOs are navigating a world where uncertainty isn\u2019t episodic, it\u2019s the status quo.\u201d The implication is that strategy can no longer be a periodic exercise \u2014 an annual planning cycle punctuated by quarterly reviews. It needs to be continuous, embedded, and authoritative.<\/p>\n

For organisations that have not yet reconciled the CSO\u2019s expanding mandate with actual decision-making power, the path forward is not complicated but it is uncomfortable. It means giving strategy leaders a seat at the AI governance table \u2014 not as observers, but as co-owners. It means aligning resource allocation with strategic priorities rather than expecting a team of five to drive enterprise-wide transformation. And it means recognising that the AI ROI gap is, in significant part, a strategy execution gap.<\/p>\n

The companies that close it will not be the ones with the most advanced AI models. They will be the ones where the person responsible for competitive positioning actually has the authority to shape how AI is deployed.<\/p>\n","protected":false},"excerpt":{"rendered":"

Ninety-five per cent of chief strategy officers expect AI and technology-led disruption to materially reshape their strategic priorities this year. Yet only 28 per cent co-lead their organisation\u2019s AI-related decisions. That gap \u2014 between expecting AI to change everything and actually having the authority to steer it \u2014 is the central finding of Deloitte\u2019s 2026 […]<\/p>\n","protected":false},"author":4,"featured_media":0,"comment_status":"","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"fifu_image_url":"","fifu_image_alt":"","_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[7],"tags":[18,9,10,14,11],"class_list":["post-120","post","type-post","status-publish","format-standard","hentry","category-consulting","tag-accenture","tag-ai-strategy","tag-consulting-trends","tag-deloitte","tag-enterprise-ai"],"yoast_head":"\nThe Strategy-Bandwidth Gap: Why CSOs Are Being Sidelined on Their Own AI Agendas - maddaisy - cultivating innovation<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/maddaisy.com\/index.php\/2026\/02\/23\/the-strategy-bandwidth-gap-why-csos-are-being-sidelined-on-their-own-ai-agendas\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Strategy-Bandwidth Gap: Why CSOs Are Being Sidelined on Their Own AI Agendas - maddaisy - cultivating innovation\" \/>\n<meta property=\"og:description\" content=\"Ninety-five per cent of chief strategy officers expect AI and technology-led disruption to materially reshape their strategic priorities this year. 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