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Color vermell, un dels colors que hom distingeix en l’espectre solar, a l’extrem d’aquest, tocant al taronja.
As human beings we hate change, because it makes us feel uncomfortable, it can be scary, and we need to adapt to it. Especially in the IT and digital worlds. But who would want to go back after having the change behind them?
How do you manage change in your organisation? Whether it is digital transformation and behavioural transformation that often go hand in hand?
This vibrant digital artwork reimagines the intricate patterns and textures of a green python through the lens of modern photo manipulation techniques. Layered with multiple editing programs, this piece transforms a natural subject into an abstract world of color, depth, and texture, inviting viewers to explore the hidden artistry within nature. The intricate details and interplay of greens give a mesmerizing look at the beauty of this creature in a new digital form.
When AI Leaves the Theater and Enters the Engine Room - IMRAN®
For a while, enterprise AI spending had a slightly performative feel to it. Boards wanted to know the company had an AI strategy. CEOs wanted to signal momentum. Innovation teams wanted to show activity. Vendors, of course, were happy to help everybody look busy. So a lot of money went into pilots, proofs of concept, internal demos, and shiny copilots that made for great town hall slides.
That phase is not over everywhere, but it is ending in the places that matter. What I see now is a much more serious question taking over: not “What can we do with AI?” but “What deserves a real operating budget?” That is a very different conversation. Once finance, security, legal, compliance, procurement, and business unit leadership all get involved, AI stops being a magic trick and starts becoming what it always had to become: another enterprise capability that has to justify itself.
And that is where things get interesting. Because the budget is not really flowing to AI in the abstract. It is flowing to the parts of the stack that make AI usable, survivable, and repeatable inside a real company. The demo may be the sexy part. The operating model is where the money goes.
I have seen this pattern enough times now that it feels obvious. A company starts by saying it wants an internal AI assistant, or a knowledge bot, or some kind of enterprise copilot. On the surface that sounds like an application discussion. But very quickly the real work turns out to be identity, permissions, stale content, conflicting documents, governance, retrieval quality, observability, and trust.
In other words, the real spend is not just on “the AI.” It is on everything required to make the AI not embarrass the company. That is why so much of the real budget is going into infrastructure, data readiness, security, and workflow integration rather than just model experimentation.
The center of gravity is shifting from curiosity to operationalization. That is also why the strongest AI spend is showing up in places where the economics can actually be defended. Not vague transformation language. Not innovation theater. But specific workflows where somebody can say, “This reduced cycle time,” or “This improved throughput,” or “This helped us close cases faster,” or “This reduced manual effort in a measurable way.”
That is the point where AI stops being interesting and starts being valuable. And honestly, that is healthy. Every technology wave eventually has to leave the stage and enter the engine room. AI is now entering the engine room.
© 2026 IMRAN®
Where the AI Budget Goes, the Truth Eventually Follows - IMRAN®
I have been thinking a great deal about a question that keeps surfacing in conversations with executives, investors, operators, and advisors. "Where is the enterprise AI budget really going?" Not the headlines. Not the hype. Not the polished stagecraft of conferences and keynote demos. The real budget.
Because that is where serious business and opportunity show up. Hype can travel for a long time on excitement, fear, branding, and borrowed momentum. Budget is less sentimental. Budget has a way of forcing clarity. It reveals what leaders actually believe will matter, what boards will support, what CFOs will defend, and what enterprises think is worth operationalizing rather than merely admiring.
And the picture is starting to come into focus. Some of what looked differentiated a year ago is already beginning to feel interchangeable. Some AI initiatives that once lived comfortably in the land of experimentation are now being pushed to justify themselves in the colder language of operating budgets, recurring value, and measurable return. Some vendors will emerge with real staying power. Many will not.
That is part of why this moment is so interesting. AI is no longer just a story about technological possibility. It is becoming a story about money, discipline, execution, trust, and leadership. The center of gravity is shifting. Quietly, but unmistakably. I will share a few thoughts on that in the posts ahead. Share any questions you feel are not being asked or answered.
© 2026 IMRAN®
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