AI opens the way to an increased agility: new skills, enriched governance and rethought product management. Strong promises, but essential ethical and human vigilance.
A hinge step
For several weeks, we have explored the way in which artificial intelligence has been invited to product management and agility: planning, execution, leadership … Each time, the observation is the same: AI acts as a powerful co -pilot, capable of fluidifying everyday life and making decisions reliable. But while organizations experience these new uses, a question is essential: how far can we go?
The future of agility is not limited to the adoption of more efficient tools. It is based on a deeper transformation, which could be described as increased agility. An approach where AI fits into the heart of the functioning of governance teams and bodies, without ever erasing the essential role of humans.
The risks of excess confidence
Before imagining the future, it is advisable to remain lucid on the limits. AI, by definition, is based on statistical models trained on existing data. This means that it can amplify biases, hide weak signals or orient decisions in a falsely objective direction.
Excessive dependence on tools is another danger. A roadmap, a backlog or a dashboard generated by AI can give an impression of rigor, but if the product vision or the customer understanding are lacking, the organization risks losing the course. As Gartner reminds us, companies that really take advantage of AI are those that consider it as a lever for cultural transformation, and not as an isolated technological solution.
New skills expected
This development also calls for new skills. Tomorrow, Product Managers, Scrum Masters or RTE will have to master a form of Literacy in AI (AI Literacy). Understanding how a model works, what it can – or cannot – do, becomes as important as knowing how to write an Story User or animate a Sprint Planning.
Ethics will play a central role. Who validates the decisions proposed by AI? How to prevent biases with impact strategic choices? These subjects must be integrated into the training and daily practice of the teams. Finally, a new competence emerges: Product Sensing. This ability to interpret the product, customers and market signals with discernment, based on AI without being trapped.
Towards agile governance + ia
The impact does not only concern operational teams: it also affects governance. Tomorrow, investment committees could have IA simulations incorporating predictive KPIS. Budget decisions would no longer be based only on past indicators, but lit by dynamic projections.
In the same way, agile instances – Pi Planning, portfolio committees, strategic journals – could rely on increased dashboards, which are not content to describe the situation, but suggest arbitrations. Deloitte insists on this point: the value of AI lies in its ability to transform governance into a more fluid, more factual exercise, but always guided by human vision.
Projection 2030: towards increased product management
By 2030, one can imagine the emergence of a real increased product management. The teams will be based on Co -Pilotes AA capable of generating scenarios, anticipating risks, mapping the value in real time. The role of the product manager will not disappear, but it will be deeply redefined: fewer operational tasks, more capacity to give meaning, to federate and to embody a vision.
This perspective is not science fiction. It draws a credible trajectory, provided that organizations invest today in skills, governance and ethics. Because increased agility will not only be faster or more efficient: it will be more aware and more responsible.
Conclusion
AI opens a new page of agility. Promising, demanding, she invites leaders such as teams to rethink their way of working and deciding. Augmented agility should not be perceived as a substitution for humans, but as an opportunity to restore men and women who build more time and energy products for what really matters: vision, meaning and value.
