{"id":7192,"date":"2026-05-22T09:48:21","date_gmt":"2026-05-22T07:48:21","guid":{"rendered":"https:\/\/www.adexpartners.com\/?p=7192"},"modified":"2026-05-22T12:47:49","modified_gmt":"2026-05-22T10:47:49","slug":"ai-native-maturity-a-rethink-of-organisations","status":"publish","type":"post","link":"https:\/\/www.adexpartners.com\/en\/adex-partners\/ai-native-maturity-rethinking-organization\/","title":{"rendered":"From AI usage to AI-native maturity: What businesses need to think about differently now"},"content":{"rendered":"<h6>\n\t\t\tAdEx Partners News\t<\/h6>\n<h2>\n\t\t\tFrom AI usage to AI-native maturity: What businesses need to think about differently now\t<\/h2>\n\t<p>What happens when artificial intelligence no longer just accelerates processes, but changes an organization's DNA?<\/p>\n<p>This question marks a real turning point in the current AI debate. Many companies are still discussing which tools to introduce, which processes to automate, or which efficiency potentials to leverage. But this is precisely where the misunderstanding might lie. Because the real change begins where AI is no longer understood as a technology project, but as a new logic of value creation.<\/p>\n<p>The central question will no longer be \u201eHow do we use AI?\u201c, but rather: \u201eHow is AI changing decisions, leadership, collaboration and business models?\u201c It is precisely at this point that a new strategic framework emerges: <strong>AI-native maturity<\/strong>.<\/p>\n<p><strong>AI-native maturity describes the ability of organizations to rethink themselves structurally, culturally and operationally in their interaction with artificial intelligence.<\/strong><\/p>\n<p>This is precisely the question at the heart of the book <strong>\u201eDie KI-native Beratung. Ein Kompass im Zeitalter der Algorithmen&#8220;<\/strong> by our Partners Stephan Weber, Daniel Ehmann and Stefan Schmautz: How is consulting changing when it's conceived with AI from the ground up? And what can be derived from this for companies as a whole?<\/p>\n<h3>\n\t\t\tAI Use vs. AI-native maturity: What's the difference?\t<\/h3>\n\t<p>Many companies are already using AI. This usually means that existing AI tools have been integrated into workflows. An important first step without a doubt; however, the full potential of AI has not yet been exploited.<\/p>\n<ul>\n<li><strong>Using AI means:<\/strong> Existing processes are made more efficient.<\/li>\n<li><strong>AI-native maturity means:<\/strong> Processes, roles, decisions, and value creation are being rethought from the ground up.<\/li>\n<\/ul>\n<p>AI usage usually follows an additive optimisation approach, as AI accelerates, automates and supports. Organizational structures, decision-making processes and responsibilities largely remain unchanged. This is precisely where the limitation lies: as long as AI primarily increases the efficiency of existing processes, the value creation logic, business model, and above all, the role of humans, remain at the core.<\/p>\n<p>AI-native maturity sets in earlier because it questions structures themselves. This is because business models, role perceptions, processes, and culture evolve through engagement with AI. In an AI-native mature organization, artificial intelligence is therefore not a marginal tool, but an integral part of its core.<\/p>\n<figure itemscope itemtype=\"https:\/\/schema.org\/ImageObject\">\n\t\t\t\t<img decoding=\"async\" src=\"https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Partners_Buch_KI-native_Beratung_AdobeStock_1813571367.webp\" alt=\"Buchcover \u201eDie KI-native Beratung\" von stephan weber, daniel ehmann und stefan schmautz im haufe verlag zum thema ki-native beratung k\u00fcnstliche intelligenz in der beratung.\" height =\"1200\" width=\"1600\" title=\"Buch \u201eDie KI-native Beratung\" - zukunft unternehmensberatung\" onerror =\"this.style.display='none'\" loading =\"lazy\" \/>\n\t<\/figure>\n\t<h6><a href=\"https:\/\/shop.haufe.de\/prod\/ki-native-beratung\" target=\"_blank\" rel=\"noopener\"><u>Available in shops now<\/u><br \/>\n<\/a><\/h6>\n\t<h3><strong>The three dimensions of AI-native maturity<\/strong><\/h3>\n\t<p>The book describes three dimensions of AI-native maturity as anchors for orientation: strategic, cultural, and technological. They help to not only discuss the topic abstractly but also to concretely categorise it.<\/p>\n\t<h6>1<\/h6>\n<h4><strong>Strategies and business model<\/strong><\/h4>\n<p>AI is shifting the economy of knowledge, as analysis, research, forecasting, and content creation are increasingly losing their character as scarce resources. What recently required considerable effort in terms of time, teams, and high budgets is now partly being created in seconds.<\/p>\n<p>This also shifts value creation: away from manual knowledge work and towards the ability to quickly and meaningfully bring together knowledge, data, people, and AI.<\/p>\n<p><strong>The competitive advantage of the future will not stem from more information, but from better decisions.<\/strong><\/p>\n\t<h6>3<\/h6>\n<h4><strong>Technology, Processes and Operating Model<\/strong><\/h4>\n<p>AI-native mature companies don't just bolt AI onto existing processes; they redesign processes around the capabilities of AI. Processes become more flexible, decisions are made on the fly based on new information, and knowledge is not just stored but actively used and developed. This makes organizations more adaptable and resilient, but also more complex.<\/p>\n<p>This is particularly evident in knowledge-intensive sectors. In consulting, for example, AI can automate and accelerate large parts of classic value creation. The actual performance is therefore increasingly generated where results are evaluated, categorized, and translated into decisions. Humans play a central, and new, role here: as categorizers, decision-makers, ethicists, and strategic designers in dealing with AI.<\/p>\n\t<h6>2<\/h6>\n<h4><strong>Culture, leadership and collaboration<\/strong><\/h4>\n<p>AI-native mature organizations require a new leadership culture. As AI prepares certain analyses, simulates options, or supports decisions, the role of leaders changes. In this case, leadership means less operational control and more orientation, direction, and security in uncertainty.<\/p>\n<p>Collaboration is also changing. Why? Because knowledge is becoming more collectively organized, and expertise is no longer generated solely through individual experience, but increasingly through the quality of human-AI collaboration. The ability to produce as much information as possible oneself is becoming less important. It is more crucial to have the know-how to ask helpful questions, understand contexts, and critically evaluate AI results.<\/p>\n<p><strong>In the AI age, judgment is more important than information advantage.<\/strong><\/p>\n\t<h3><strong>Why AI-native maturity is becoming relevant right now<\/strong><\/h3>\n<p>Generative AI marks a new type of transformation, as for the first time, cognitive work is being automated. Consequently, since 2023, companies have been witnessing how generative AI can produce texts, analyses, simulations, presentations, or software code within seconds. Simultaneously, agentic systems are emerging, coordinating tasks with increasing autonomy and preparing decisions.<\/p>\n<p>The consequences of this are often underestimated. AI is not only changing productivity, but also the value of expertise. This is particularly evident in knowledge-intensive industries such as consulting. For decades, the business model has been based on scaling human expertise: large teams, extensive analyses, time-based value creation. Today, AI automates precisely those activities that have underpinned this model, such as research, benchmarking, modelling and synthesis. The result: consulting is changing; its focus is shifting more towards coordination, responsibility and impact.<\/p>\n<p>This is precisely why traditional transformation approaches are no longer sufficient. AI has a systemic impact. It changes decision-making processes, role profiles, governance issues, leadership models, and ultimately the identity of organizations.<\/p>\n<h3><strong>What specifically changes<\/strong><\/h3>\n<p>\u201eAI transformation\u201c might sound abstract at first. However, in the everyday lives of many companies, the changes are already apparent in very concrete ways.<\/p>\n<h5><strong>Four developments that are becoming relevant now:<\/strong><\/h5>\n\t<h4><strong>1. Value creation is shifting<\/strong><\/h4>\n<p>What used to be manual analysis work is increasingly being automated. The bottleneck is becoming the classification of the information generated. The real added value is no longer created by data collection, but by assessing strategic impacts and risks.<\/p>\n\t<h4><strong>2. Roles are changing<\/strong><\/h4>\n<p>New roles such as AI Product Manager, Responsible AI Lead, or Data Ontologist are emerging. At the same time, existing role profiles are changing significantly.<\/p>\n\t<h4><strong>3. Leadership is redefined<\/strong><\/h4>\n<p>Leadership in the age of AI increasingly means providing orientation amidst uncertainty, taking responsibility despite automation, and merging technology with human judgment.<\/p>\n\t<h4><strong>4. Governance becomes strategic<\/strong><\/h4>\n<p>The more strongly AI prepares or influences certain decisions, the more important transparency, accountability, and ethical guardrails become. Responsible AI therefore remains no niche compliance topic. It is developing into a strategic competitive factor.<\/p>\n\t<h3><strong>What this means for companies and decision-makers<\/strong><\/h3>\n<p>The greatest danger in dealing with AI currently lies in strategic misunderstanding. This is because many companies underestimate the speed at which organizational logics are changing, while simultaneously overestimating the benefit of isolated pilot projects.<\/p>\n<p>Individual AI experiments do not make an organisation AI-native. Those who merely introduce tools without considering the operating model, leadership logic, and decision-making architecture may achieve efficiency gains. However, sustainable transformation will not materialise.<\/p>\n<p>Above all, AI-native maturity becomes a leadership issue. It is not a state that can simply be copied, but an organization-specific development process. What matters is not how early or visibly AI is used, but how consistently it is integrated into identity, business model, and operational reality. From this perspective, it becomes clear: AI-native maturity is not just a technical maturity feature, but also a strategic stance and therefore a conscious leadership decision.<\/p>\n<h5>\n\t\t\tThat's why decision-makers should now ask themselves:\t<\/h5>\n\t\t\t\t<?xml version=\"1.0\" encoding=\"UTF-8\"?>\t\t\t\n\t\n<h5>Where will our value creation be in the future?<\/h5>\n\t\t\t\t<?xml version=\"1.0\" encoding=\"UTF-8\"?>\t\t\t\n\t\n<h5>What role does human expertise play?<\/h5>\n\t\t\t\t<?xml version=\"1.0\" encoding=\"UTF-8\"?>\t\t\t\n\t\n<h5>How scalable is our knowledge?<\/h5>\n\t\t\t\t<?xml version=\"1.0\" encoding=\"UTF-8\"?>\t\t\t\n\t\n<h5>Which decisions remain consciously human?<\/h5>\n\t<h3><strong>Why this book is a relevant contribution to the debate now<\/strong><\/h3>\n<p>The discussion about AI is currently often dominated by two extremes: technological euphoria and dystopian overwhelm. A strategic framework is often missing in between. This is exactly where <strong>\u201eDie KI-native Beratung. Ein Kompass im Zeitalter der Algorithmen&#8220;<\/strong> comes in. The book understands AI not primarily as a technological issue, but as a transformation issue. It considers the impact of AI on value creation, leadership, operating models, and consulting. In doing so, it connects technological perspectives with organisational reality.<\/p>\n<p>The authors' perspective stems from many years of experience in management consulting, transformation, and regulated industries such as Financial Services and Life Sciences \u2013 precisely those environments, therefore, where technological innovation and responsibility are particularly closely linked.<\/p>\n<h3>\n\t\t\tFAQ: AI-native maturity Simply Explained\t<\/h3>\n\t\t\t\t\t\t\t\t\t\t<button type=\"button\" id=\"fl-accordion--icon-0\" aria-expanded=\"true\" aria-controls=\"fl-accordion--panel-0\"><i>Collapse<\/i><\/button>\n\t\t\t\t\t<a role=\"heading\" aria-level=\"2\" tabindex=\"-1\"  id=\"fl-accordion--label-0\">What is AI-native maturity?<\/a>\n\t\t\t\t\t<p>AI-native maturity describes the ability of organizations to interact with artificial intelligence <strong>to rethink structurally, culturally, and operationally<\/strong>. This refers to more than just the use of individual AI applications. AI is understood not merely as an additional tool, but as part of the logic by which decisions are prepared, collaboration is organized, and value creation is shaped.<\/p>\n<p>An AI-native mature organization therefore doesn't just ask where AI generates efficiency gains. It asks more fundamentally: How do business models, management logic, roles, processes, and responsibilities change when AI becomes a permanent part of the system? That's precisely the difference between ad-hoc AI use and genuine AI-native maturity.<\/p>\n\t\t\t\t\t\t\t\t\t\t<button type=\"button\" id=\"fl-accordion--icon-1\" aria-expanded=\"false\" aria-controls=\"fl-accordion--panel-1\"><i>Expand<\/i><\/button>\n\t\t\t\t\t<a role=\"heading\" aria-level=\"2\" tabindex=\"-1\"  id=\"fl-accordion--label-1\">What is the difference between AI utilisation and AI-native maturity?<\/a>\n\t\t\t\t\t<p>AI usage generally means that existing processes are enhanced by AI <strong>faster, cheaper, or more consistent.<\/strong> Businesses are automating tasks, testing copilots, or integrating AI into individual functions. This can be very useful, but it doesn't change the organization at its core.<\/p>\n<p>AI-native maturity continues. Here processes, roles, decision architecture and value creation <strong>reimagined from the ground up<\/strong>. The question then is no longer just: \u201eWhere can we deploy AI?\u201c Much more important will be: \u201eWhat would our organization look like if we were to rebuild it today with AI?\u201c AI-native maturity is therefore not an additional optimization step, but a strategic realignment.<\/p>\n\t\t\t\t\t\t\t\t\t\t<button type=\"button\" id=\"fl-accordion--icon-2\" aria-expanded=\"false\" aria-controls=\"fl-accordion--panel-2\"><i>Expand<\/i><\/button>\n\t\t\t\t\t<a role=\"heading\" aria-level=\"2\" tabindex=\"-1\"  id=\"fl-accordion--label-2\">Why AI-native maturity is becoming relevant right now?<\/a>\n\t\t\t\t\t<p>It does because generative AI and agentic systems are not only automating repetitive tasks, but increasingly influence <strong>cognitive work.<\/strong> Texts, analyses, forecasts, simulations or decision-making bases are created today at a speed and quality that put traditional work and value creation logics under pressure.<\/p>\n<p>This changes where the value of human expertise will lie in the future. The focus will no longer be solely on information production, but on interpretation, judgement, responsibility, and the ability to effectively bring together humans and AI. Companies that view AI purely as a tooling issue therefore risk underestimating the strategic dimension of the topic.<\/p>\n\t\t\t\t\t\t\t\t\t\t<button type=\"button\" id=\"fl-accordion--icon-3\" aria-expanded=\"false\" aria-controls=\"fl-accordion--panel-3\"><i>Expand<\/i><\/button>\n\t\t\t\t\t<a role=\"heading\" aria-level=\"2\" tabindex=\"-1\"  id=\"fl-accordion--label-3\">What specifically changes in companies through AI-native maturity?<\/a>\n\t\t\t\t\t<p>AI-native maturity impacts several areas simultaneously. Firstly, value creation is shifting: what was previously manual analysis and knowledge work is becoming partially automatable. Secondly, role profiles are changing: new functions are emerging, and others are evolving. Thirdly, leadership is being redefined, as orientation, responsibility, and trust become more important when decisions are increasingly prepared by AI. Fourthly, governance, transparency, and accountability are gaining strategic importance.<\/p>\n<p>In other words: AI-native maturity isn\u2019t just about technology and processes. It also affects organization, operating models, culture, and leadership understanding. This is precisely why it isn\u2019t an isolated IT issue, but a transformation and management issue.<\/p>\n\t\t\t\t\t\t\t\t\t\t<button type=\"button\" id=\"fl-accordion--icon-4\" aria-expanded=\"false\" aria-controls=\"fl-accordion--panel-4\"><i>Expand<\/i><\/button>\n\t\t\t\t\t<a role=\"heading\" aria-level=\"2\" tabindex=\"-1\"  id=\"fl-accordion--label-4\">What role does leadership play in AI-native maturity?<\/a>\n\t\t\t\t\t<p>A central one. The more strongly AI prepares analyses, simulates options or influences decisions, the more important the question becomes, <strong>how leadership provides direction and organizes responsibility<\/strong>. Leadership in the age of AI means less about controlling every technical detail yourself. Direction, judgment, prioritisation, and the ability to build trust amidst uncertainty become more important.<\/p>\n<p>AI-native maturity is therefore always also a question of leadership. Companies need to clarify which decisions will consciously remain human, how responsibility will be distributed, and how teams will be empowered to work with AI reflectively and effectively. Leadership thus becomes no less important, but more demanding.<\/p>\n\t\t\t\t\t\t\t\t\t\t<button type=\"button\" id=\"fl-accordion--icon-5\" aria-expanded=\"false\" aria-controls=\"fl-accordion--panel-5\"><i>Expand<\/i><\/button>\n\t\t\t\t\t<a role=\"heading\" aria-level=\"2\" tabindex=\"-1\"  id=\"fl-accordion--label-5\">Responsible AI is part of AI-native maturity  because...<\/a>\n\t\t\t\t\t<p>Because AI-native maturity is only sustainable when organizations can deploy AI in a <strong>reliable, transparent, and responsible way.<\/strong> The more AI intervenes in processes, decisions and value creation, the more important transparency, governance, ethical guidelines and clear responsibilities become. Responsible AI is therefore not a downstream control point, nor is it a pure compliance issue.<\/p>\n<p>Rather, Responsible AI becomes an integral part of strategic competitiveness. Trust is built where companies can demonstrate how AI is being used, who is responsible, and according to which principles decisions are prepared or supported. This is a crucial success factor, especially in regulated and complex environments.<\/p>\n\t\t\t\t\t\t\t\t\t\t<button type=\"button\" id=\"fl-accordion--icon-6\" aria-expanded=\"false\" aria-controls=\"fl-accordion--panel-6\"><i>Expand<\/i><\/button>\n\t\t\t\t\t<a role=\"heading\" aria-level=\"2\" tabindex=\"-1\"  id=\"fl-accordion--label-6\">How do companies recognize if they are already on the path to AI-native maturity?<\/a>\n\t\t\t\t\t<p>A first signal is that AI is not only appearing in individual initiatives, but is having an impact on <strong>Business Model, Operating Model, Leadership Logic and Role Concepts.<\/strong> Companies are on the path to AI-native maturity when they start rethinking value creation, making knowledge systematically scalable, consciously designing human-AI collaboration, and not adding governance as an afterthought.<\/p>\n<p>Warning signs for the opposite are purely technical pilot projects with no organizational consequences, isolated use cases without strategic anchoring, and an AI discussion that is almost exclusively reduced to tools and efficiency gains. AI-native maturity begins where the use of technology becomes conscious organizational development.<\/p>\n\t\t\t\t\t\t\t\t\t\t<button type=\"button\" id=\"fl-accordion--icon-7\" aria-expanded=\"false\" aria-controls=\"fl-accordion--panel-7\"><i>Expand<\/i><\/button>\n\t\t\t\t\t<a role=\"heading\" aria-level=\"2\" tabindex=\"-1\"  id=\"fl-accordion--label-7\">Warum ist das Buch \u201eDie KI-native Beratung&#8220; f\u00fcr diese Debatte relevant?<\/a>\n\t\t\t\t\t<p>Because the book views AI not just as a technological issue, but as an issue of <strong>Value creation, Leadership, Operating Model and Responsibility<\/strong>. It thus provides a strategic framework for discussion, which in many companies is currently oscillating between tool euphoria and being overwhelmed.<\/p>\n<p>The particular value lies in the fact that the authors do not treat AI-native maturity abstractly, but rather place it in context from the practical experience of management consulting, transformation, and regulated industries. This makes the book a relevant contribution to the debate for everyone who wants to understand how organizations can be structurally further developed in the age of AI.<\/p>\n<h2>\n\t\t\tThinking further through exchange\t<\/h2>\n\t<p>AI-native maturity starts with the right questions, about value creation, for instance, the role of human expertise, or about leadership, responsibility, and trust.<\/p>\n<p>If you wish to discuss these questions further for your company, the authors would be happy to hear from you.<\/p>\n<p>Stephan Weber, Daniel Ehmann and Stefan Schmautz look forward to exchanging perspectives \u2014 practical, strategic and closely connected to the real challenges organizations are facing.<\/p>\n\t\t\t<a href=\"mailto:stephan.weber@adexpartners.com?subject=KI-native%20Beratung\"  target=\"_blank\" rel=\"noopener\">\n\t\t\t\t\t\tContact\n\t\t\t\t\t<\/a>\n                                                <img width=\"652\" height=\"800\" src=\"https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Partners_Stephan_Weber-652x800-Kopie-2-e1768209209484.webp\" alt=\"\" fetchpriority=\"auto\" decoding=\"async\" loading=\"lazy\" srcset=\"https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Partners_Stephan_Weber-652x800-Kopie-2-e1768209209484.webp 652w, https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Partners_Stephan_Weber-652x800-Kopie-2-e1768209209484-10x12.webp 10w\" sizes=\"auto, (max-width: 652px) 100vw, 652px\" \/>                            \n                        Stephan Weber                    \n                                            Partner\n                                                            <a target=\"_blank\" href=\"mailto:stephan.weber@adexpartners.com\"><\/a>\n                                                            <a target=\"_blank\" href=\"https:\/\/www.linkedin.com\/in\/stephan-weber-3312a390\/\"><\/a>\n                                                <img width=\"652\" height=\"800\" src=\"https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Partners_Daniel_Ehmann-652x800-Kopie-3-e1768224897266.webp\" alt=\"\" fetchpriority=\"auto\" decoding=\"async\" loading=\"lazy\" srcset=\"https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Partners_Daniel_Ehmann-652x800-Kopie-3-e1768224897266.webp 652w, https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Partners_Daniel_Ehmann-652x800-Kopie-3-e1768224897266-10x12.webp 10w\" sizes=\"auto, (max-width: 652px) 100vw, 652px\" \/>                            \n                        Daniel Ehmann                    \n                                            Partner\n                                                            <a target=\"_blank\" href=\"mailto:daniel.ehmann@adexpartners.com\"><\/a>\n                                                            <a target=\"_blank\" href=\"https:\/\/www.linkedin.com\/in\/ehmanndaniel\/\"><\/a>\n                                                <img width=\"652\" height=\"800\" src=\"https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Intelligence_Stefan_Schmautz-652x800.webp\" alt=\"Stefan Schmautz | Partner &amp; Head of AI\" fetchpriority=\"auto\" decoding=\"async\" loading=\"lazy\" srcset=\"https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Intelligence_Stefan_Schmautz-652x800.webp 652w, https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Intelligence_Stefan_Schmautz-978x1200.webp 978w, https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Intelligence_Stefan_Schmautz-768x943.webp 768w, https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Intelligence_Stefan_Schmautz-10x12.webp 10w, https:\/\/www.adexpartners.com\/wp-content\/uploads\/AdEx_Intelligence_Stefan_Schmautz.webp 1100w\" sizes=\"auto, (max-width: 652px) 100vw, 652px\" \/>                            \n                        Stefan Schmautz                    \n                                            Partner &#038; Head of AI\n                                                            <a target=\"_blank\" href=\"mailto:stefan.schmautz@adexpartners.com\"><\/a>\n                                                            <a target=\"_blank\" href=\"https:\/\/www.linkedin.com\/in\/stefan-schmautz\/\"><\/a>","protected":false},"excerpt":{"rendered":"<p>What happens when artificial intelligence does more than just speed up processes and actually alters an organization's DNA? Our latest insights article delves into this question. <\/p>","protected":false},"author":4,"featured_media":7185,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_title":"Was ist KI-Nativit\u00e4t? Warum Unternehmen jetzt anders denken m\u00fcssen","_yoast_wpseo_metadesc":"Was ist KI-Nativit\u00e4t? Der Artikel erkl\u00e4rt den Unterschied zwischen KI-Nutzung und KI-Nativit\u00e4t und zeigt, warum Unternehmen Wertsch\u00f6pfung, F\u00fchrung und Operating Model neu denken m\u00fcssen.","_pipeline_managed":"","footnotes":""},"categories":[108,41],"tags":[265,266,264,268,267],"class_list":["post-7192","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-adex-partners","category-services","tag-ki-native-organisation","tag-ki-native-transformation","tag-ki-nativitaet","tag-ki-nutzung-vs-ki-nativitaet","tag-responsible-ai"],"blocksy_meta":[],"acf":[],"_links":{"self":[{"href":"https:\/\/www.adexpartners.com\/en\/wp-json\/wp\/v2\/posts\/7192","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.adexpartners.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.adexpartners.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.adexpartners.com\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/www.adexpartners.com\/en\/wp-json\/wp\/v2\/comments?post=7192"}],"version-history":[{"count":26,"href":"https:\/\/www.adexpartners.com\/en\/wp-json\/wp\/v2\/posts\/7192\/revisions"}],"predecessor-version":[{"id":7237,"href":"https:\/\/www.adexpartners.com\/en\/wp-json\/wp\/v2\/posts\/7192\/revisions\/7237"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.adexpartners.com\/en\/wp-json\/wp\/v2\/media\/7185"}],"wp:attachment":[{"href":"https:\/\/www.adexpartners.com\/en\/wp-json\/wp\/v2\/media?parent=7192"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.adexpartners.com\/en\/wp-json\/wp\/v2\/categories?post=7192"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.adexpartners.com\/en\/wp-json\/wp\/v2\/tags?post=7192"}],"curies":[{"name":"WP","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}