Welcome

I’m Omer Taki,

Strategic Advisor & Director

Artificial Intelligence, Human Intelligence,
Governance, Organization & Performance

I support CEOs and executive committees in structuring strategic trajectories, strengthening governance, and designing decision architectures where AI becomes a lever of performance, sovereignty, and organizational coherence.

I intervene as a Strategic Advisor or Director of Strategy (fractional) when strategic choices are high-stakes: when decisions impact long-term competitiveness, technological independence, governance stability, and organizational alignment.

My work sits at the intersection of enterprise strategy, governance design, and organizational architecture, ensuring that strategy is not only defined, but executable, coherent, and resilient.

For example, I supported the strategic framing and development of a digital sovereignty framework at an institutional level, structuring decision criteria, governance principles, and technological control mechanisms.

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Why I intervene

Today, strategy is no longer only about positioning or execution.
It is about decision power, governance and control over intelligence.

Artificial Intelligence reshapes:

how decisions are made,
who holds authority,
and how organizations remain sovereign.

My role is to ensure that AI strengthens human intelligence and strategic clarity instead of weakening them.

Performance is not created by technology.
It is created by a coherent system of:
strategy, governance, decision architecture and responsibility.

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What I do

Enterprise strategy, governance and decision architecture, with AI as a lever of human intelligence and performance.

Turning AI into a concrete lever of performance, sovereignty and coherence

Structuring strategic trajectories

Designing governance and executive decision systems

Securing high-stakes strategic arbitrages

Building Human–AI decision architectures

When I am called

I intervene when:

leadership needs clarity and decision security

strategic decisions are irreversible or highly costly

AI impacts governance and power structures

sovereignty or technological dependence becomes a risk

organizations face deep transformation

My approach

I Operate at the intersection of:

Strategy
Governance
Human intelligence
Artificial intelligence
Organizational power

I do not treat AI as a tool.
I treat it as a force that must be governed.

I do not optimize projects.
I secure strategic trajectories.

A few words about my background

Since 2012, my work has focused on intelligence in all its dimensions: human, organizational and artificial.

This journey evolved through academic research in management strategy, including a Master’s dissertation and extended doctoral work on human intelligence, leadership, engagement and decision quality.

I have shared these reflections through publications, seminars and conferences, notably at the AGRH Congress in Lyon (2018), on the relationship between artificial intelligence and human intelligence.

In parallel, I built and advised entrepreneurial and institutional projects, which anchors my work in real strategic responsibility and execution.

This allows me to operate where few profiles can:
between academic depth, executive decision-making and AI-driven transformation.

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