Organizational sensing as strategic infrastructure
Rachael Popoola, Imo Enang, Sogand Hojati, Godwin OkonPurpose
The paper develops a conceptual architecture for internalizing insight capability as strategic infrastructure. Insight is theorized as an organizational sensing system rather than a procurement category, comprising a data substrate, methodological portfolio, governance spine, sensemaking layer and decision integration.
Design/methodology/approach
The study uses abductive conceptual triangulation. Contemporary ESOMAR guidance and a 2024 FMCG ethnographic case are read alongside IBM’s 2022 Global AI Adoption Index and the Stanford AI Index 2026. These evidence streams are benchmarked against dynamic capabilities, knowledge integration, behavioral strategy, strategic agility and AI governance. IBM is treated as an historical marker, while Stanford provides contemporary context on organizational AI diffusion.
Findings
Organizational sensing is increasingly an architecture problem. Historical IBM evidence identifies governance gaps in bias mitigation, explainability and monitoring, while Stanford shows the substantially wider contemporary AI environment. The paper proposes that reusable governance may reduce repeated validation and clearance where assurance constrains decision cadence. This governance-agility mechanism is conceptual and requires empirical testing.
Originality/value
The paper theorizes insight capability as a higher-order dynamic capability with named microfoundations, proposes the embedded intelligence ecosystem as its organizational form, reframes governance sophistication as a candidate agility multiplier and specifies a four-stage maturity architecture. It also provides an implementation roadmap, transition logic and executive actions that translate the conceptual model into observable organizational practice.