Vivek Bhaskaran is founder & CEO of QuestionPro, a global leader in survey and research, data and insights services.
getty
Every company is asking a version of the same question right now: If AI can replicate features, content and even code at near‑zero marginal cost, what is left as a durable competitive advantage?
The answer is that the classic, easy‑to‑copy moats are shrinking. What remains are the elements that compound over time: institutional knowledge, brand, partners and trust.
While we may not have realized that these are the moats that have actually mattered, AI makes them more important, not less. For leaders, the challenge is to treat these not as soft concepts, but as hard strategies.
Institutional knowledge is everything your people know about how your business really works that is not written down. It includes the way your senior account manager handles a crisis, the pricing nuance used in a tough negotiation, the clever work-around your engineer uses to stabilize a tricky integration.
In our company, there are people who know certain parts of the business better than anyone else in the world. One colleague has been with me for over a decade and understands the academic research segment more deeply than any slide deck ever will. That is a moat. The risk is when all of that expertise lives only in people’s heads.
We created what we call the “QuestionPro Bible” so leaders were not reinventing the wheel or pinging the same few experts every time something went sideways. It documents how we sell, how we build, how we support and how we respond when things break. It is not perfect, but it is alive and evolving.
In the age of AI, you can go a step further:
• Use AI to help capture and summarize hard‑won lessons from projects, sales cycles and incidents.
• Make those summaries searchable, so a customer success manager in São Paulo can benefit from what a colleague in Berlin learned last quarter.
• Build prompts and internal co-pilots that sit on top of that knowledge so new employees ramp faster and decisions improve.
If you are a leader, ask yourself: If three of your most experienced people left tomorrow, what practical knowledge would disappear? Then make it someone’s job to ensure that knowledge gets captured and reused. AI is an accelerator here, but the mindset shift is what matters.
When technology is commoditized, brand becomes the lens customers use to decide who to trust. In our space, there are plenty of survey tools. The reason customers pick us or stay with us is rarely just a feature checklist. It is the combination of reliability, hustle and customer obsession they have experienced over time. That is brand.
AI raises the stakes on brand in two ways. First, it changes how you deliver your product and service. Second, it raises new questions about transparency, fairness and control.
Before we ship anything AI‑driven, we ask a simple question: Does this strengthen or weaken our brand promise? If we added an AI feature that made life marginally easier for us, but damaged customer trust, that would be a terrible trade.
Leaders can operationalize this by:
• Making “brand impact” a line item in AI decision reviews, not an afterthought
• Being explicit with customers about when and how AI is used in your product
• Designing experiences where AI augments the human relationship instead of hiding it
Your brand is not your logo or your tagline. It is the feeling customers have when something goes wrong and they see how you respond.
If AI is flattening the technical playing field, your partner ecosystem is where new differentiation lives.
Partnerships are moats you do not fully own but you benefit from. These could be channel partners who introduce you to markets you could not reach yourself; technology partners who embed your capabilities into their platforms; and academic, community or industry partners who deepen your credibility.
In the AI context, ecosystems matter even more. Nobody will build everything in‑house. You will rely on model providers, infrastructure partners, data vendors and integrators. The question is: Are you building transactional vendor relationships or durable partnerships that compound?
Moats built through partnerships are slower to construct, but much harder for competitors to knock down.
Trust is the moat AI can't automate, yet it's most vulnerable in a world of opaque algorithms, synthetic content and automated decisions. Customers forgive imperfect features far sooner than trust violations.
We have seen firsthand drawing a hard line on customer data in AI's rise. We over-communicated boundaries, brought in experts and framed it as trust fortification, not spin.
AI amplifies trust challenges, so:
• Clarify data collected and AI's use of it
• Reveal AI versus human interactions
• Build guardrails preventing tool-inflicted harm
Internally, reject the idea to "replace everything with bots." AI boosts human work, so view AI as an accelerator, not a threat. Additionally, publish AI principles now. A one-page pledge on data/AI do's and don'ts differentiates you. Uphold it during tough calls.
You cannot “install” these moats. You build them deliberately, over years, through thousands of choices.
The age of AI does not make them obsolete. It makes them decisive. If you are a leader, pick one moat and determine what concrete action you will take in the next 90 days to deepen it. Document one critical piece of institutional knowledge. Re‑articulate your brand promise for an AI‑first world. Design one new joint initiative with a partner. Publish and live by one trust principle.
Technology cycles will come and go. The organizations that endure are the ones that treat these moats as strategy, not slogans.
Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
此内容由惯性聚合(RSS阅读器)自动聚合整理，仅供阅读参考。 原文来自 — 版权归原作者所有。