In February 2021, Bruce Delteil appeared on Episode 14 of Vietnam Innovators Digest (VNID), at a time when the conversation focused on ecosystems and data - foundational concepts that had yet to sit at the heart of strategic decision-making. Four years later, as he returns in Episode 368, the context has shifted markedly. Artificial Intelligence is no longer a forward-looking concept; it has become a present reality shaping how organizations think about the future.
Bruce Delteil, as Asia Strategy Lead at McKinsey & Company and Managing Partner of the Vietnam Office, brings a grounded perspective on AI, one that moves past hype and centers on a fundamental question: how does AI actually help businesses create value, and where does that value come from?
The Internal Data “Goldmine”
When organizations consider integrating AI into their strategic planning processes, the first question is often where to begin. According to Bruce, the answer does not lie in external tools, but within the organization itself. “In strategy, as in any AI application, you are sitting on a goldmine: your own data, which no one else has,” he explains.
This includes records of historical strategic decisions, past successes and failures, approaches to market entry, and the outcomes those decisions produced. Bruce notes that AI can help synthesize and analyze internal data more systematically, allowing leadership teams to better understand patterns and constraints embedded in their own history.
The “ChatGPT Test” And The Irreplaceable Human Role
To illustrate AI’s limitations, Bruce often suggests a simple thought exercise: asking a generative AI model to outline a hypothetical five-year strategy. The result, he observes, is typically broad and generic, a realization that quickly highlights where human judgment still matters.
“AI helps you move faster in evaluating data, simulating scenarios, and forming hypotheses,” Bruce says. “But hypotheses are still just hypotheses. Deciding which direction is right, or which move is truly strategic, remains a human responsibility.”
AI’s real strategic advantage, he argues, lies in its ability to simulate and stress-test assumptions at speed. What once took months of analysis can now happen far more quickly. Yet alignment, organizational culture, and strategic judgment, inherently human elements, continue to determine whether a plan ultimately succeeds or fails.
Redefining "Competitive Advantage"
In a world where everyone has access to the same AI tools and the same amount of external market data, who will be the winner? As AI tools become increasingly accessible, Bruce argues that classic strategic concepts such as competitive advantage and core competency deserve renewed attention.
“If everyone has access to the same tools, then where does your advantage lie?” he asks.
For Bruce, the answer rests on two elements: proprietary internal data, and capabilities that cannot be codified, including decision-making processes, internal coordination, organizational culture, and adaptability. These are dimensions that are difficult to codify or automate, and they form the foundation of sustainable differentiation over time.
The Future Belongs To "Virtual Partners" (Agentic AI)
Looking ahead to the next decade, Bruce speaks not only of Generative AI but places particular emphasis on Agentic AI. He describes a future organization that may consist not only of human employees, but also of multiple AI agents, each designed to support specific operational, analytical, or executional tasks, from process automation and customer support to coding assistance.
In Bruce’s view, this evolution points toward a future in which human teams increasingly work alongside AI agents, rather than being replaced by them. “The ability to configure, create, and orchestrate these agents will completely change how we operate businesses,” Bruce asserts. This shift, he explains, is not merely about productivity, but about how work itself is distributed between humans and technology.
Where Is Vietnam In This Flow?
As the conversation concludes, Bruce expresses measured optimism about Vietnam’s position. He notes that sectors such as banking and consumer goods are already leading in applying AI to enhance customer experience and operational efficiency.
McKinsey’s decision to establish a Digital Hub in Vietnam, he adds, reflects confidence in the country’s growing technology talent base. “The question is no longer theoretical,” Bruce concludes. “What matters now is how organizations use data and technology more effectively to support better strategic decisions.”