The future of strategy isn’t AI — it’s the architecture of choice
New MIT SMR and Tata Consultancy Services study urges leaders to treat decision-making as a system to be designed, not a skill to be exercised
CAMBRIDGE, Mass. and MUMBAI, India, July 15, 2025 /PRNewswire/ — Tomorrow’s most successful companies won’t just use artificial intelligence to analyze data — they will use it to rethink, redesign, and rearchitect better decisions. A new report by MIT Sloan Management Review (MIT SMR) in collaboration with Tata Consultancy Services (TCS) (BSE: 532540, NSE: TCS), a global leader in IT services, consulting, and business solutions, reveals how leading organizations are deploying intelligent choice architectures (ICAs) to gain a competitive edge from better decisions.
These AI-empowered systems strike a novel balance between automating processes and augmenting human insight. ICAs actively generate new strategic options, learn from results, and reshape the landscape of possibilities that executives consider. Rather than simply supporting human judgment, ICAs fundamentally transform how decisions get made. Humans and machines can and should work better together.
“Winning With Intelligent Choice Architectures” details that competitive advantage now flows not from better human judgment alone but from building superior systems that expand, refine, and optimize the choices humans ultimately make.
The year-long research into ICAs that was conceptualized and executed jointly by MIT SMR and TCS drew insights from business leaders and top executives across six major industries. These included experts and pioneers from Mayo Clinic, Sanofi, Cummins, Walmart, Meta, Mastercard, and Pernod Ricard. The research identifies a critical shift: AI is moving from adviser to architect. Companies that master this transition are pulling ahead of those still trapped in traditional decision-making frameworks.
“ICAs flip the script,” said Michael Schrage, MIT Sloan IDE research fellow and report coauthor. “They do not just learn from decisions — they learn how to improve the environment in which decisions are made. That’s not analytics, that’s architecture.”
Organizations embracing ICAs do not just automate decisions; they design how they govern decision environments. The result? Decisions become faster, smarter, more accessible, and more accountable. Both human and machine agency are clearly defined, auditable, and aligned with purpose. “This isn’t AI as copilot,” said David Kiron, editorial director, research, of MIT Sloan Management Review. “This is AI and humans working together as architects to redesign how people perceive, weigh, and act on choices.”
The ICA Imperative The report outlines how enterprises in financial services, health care, manufacturing, and logistics are prototyping ICAs that extend decision literacy and shift executive roles from arbiters of choices to curators of choice ecosystems. It warns that success depends less on AI capability and more on organizational readiness, urging companies to reflect on questions like:
Does the company treat decision-making as a designable process?
Do leaders know what choices they’re not seeing?
Are governance and incentives aligned to optimize option quality, not just decision speed?
Ashok Krish, head, AI Practice, TCS, said, “By augmenting human judgment with machine intelligence, ICAs shift AI from task automation to building superior decision environments. They enable more trackable, traceable outcomes that ensure accountability for complex situations with multiple decision-making factors. They help align talent development strategies with organizational goals, making it easier to identify and nurture high-potential employees in the AI era. Ultimately, ICAs foster environments where human choices and AI work together seamlessly to create connected organization intelligence, where decisions are smarter and more informed.”
Decision Rights Are Now a Design Problem Based on these research findings, the authors warn that if leaders do not explicitly assign decision rights in ICA-enabled systems, those systems will assume them. Machine learning models will set priorities, trade-offs, and defaults — often without visibility, oversight, or accountability.
Sankaranarayanan Viswanathan, VP and head of business innovation, Corporate Technology Office, TCS, said, “The real challenge for enterprises isn’t just making better decisions — it is recognizing that decisions are merely the outcome of the choices they privilege or overlook. What we need are systems that foster intelligent choice architectures — enabling the organization to see, understand, and act with awareness. Accountable AI demands clarity not only in outcomes but in the choices considered, the priorities weighed, and the trade-offs accepted. Without this, intelligent systems will silently assume decision-making authority — often without oversight or recourse.”
Strategic Takeaway ICAs signal a profound shift: The future of competitive advantage lies not in better decisions but in better-designed decision environments. This redefines leadership, not as simply making the call but as architecting the arena in which better calls can be made.
ICAs are not the next stage of automation; they represent the future of choice itself. They reframe choice-making as a design problem: structuring, surfacing, and expanding meta choices that influence outcomes before options are consciously considered.
Download the publication here.
Media Contact: Tess Woods: +1 617 942 0336 Tess@TessWoodsPR.com
ABOUT MIT SLOAN MANAGEMENT REVIEW At MIT Sloan Management Review (MIT SMR), we explore how leadership and management are transforming in a disruptive world. We help thoughtful leaders capture the exciting opportunities — and face down the challenges — created as technological, societal, and environmental forces reshape how organizations operate, compete, and create value.
MIT SLOAN MANAGEMENT REVIEW: BIG IDEAS MIT Sloan Management Review’s Big Ideas Initiatives develop innovative, original research on the issues transforming our fast-changing business environment. MIT SMR conducts global surveys and in-depth interviews with front-line leaders working at a range of companies, from Silicon Valley startups to multinational organizations, to deepen our understanding of changing paradigms and their influence on how people work and lead.
TATA CONSULTANCY SERVICES LTD (TCS) Tata Consultancy Services (TCS) (BSE: 532540, NSE: TCS) is a digital transformation and technology partner of choice for industry-leading organizations worldwide. Since its inception in 1968, TCS has upheld the highest standards of innovation, engineering excellence, and customer service.
Rooted in the heritage of the Tata Group, TCS is focused on creating long-term value for its clients, its investors, its employees, and the community at large. With a highly skilled workforce of 613,069 consultants in 55 countries and 202 service delivery centers across the world, the company has been recognized as a top employer in six continents. With the ability to rapidly apply and scale new technologies, the company has built long-term partnerships with its clients — helping them emerge as perpetually adaptive enterprises. Many of these relationships have endured into decades and navigated every technology cycle, from mainframes in the 1970s to artificial intelligence today.
TCS sponsors 14 of the world’s most prestigious marathons and endurance events, including the TCS New York City Marathon, TCS London Marathon, and TCS Sydney Marathon with a focus on promoting health, sustainability, and community empowerment.
TCS generated consolidated revenues of over US $30 billion in the fiscal year ended March 31, 2025. For more information, visit www.tcs.com.
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