Final BESS edition released

This article is the foreword by Peter Fritz AO to the final edition of BESS – the Journal of Behavioural Economics and Social Systems published by Global Access Partners. The cover artwork is a fragment of Peter Whitehead’s 2024 painting ‘Narrow Neck from Cahill’s Lookout’ (Blue Mountains, New South Wales, Australia).

It is my great pleasure to introduce this double issue of the Journal of Behavioural Economics and Social Systems (BESS®) – our most substantial yet, and the last to be published under this title before its transition to Emerald Publishing and rebranding as Global Challenges and Responsible Solutions (GCRS) in 2026.

As usual, this edition explores a broad range of topics and grapples with some of the thorniest challenges of our time. Chief among them is how we adapt to the rapid rise of artificial intelligence, which may soon reshape economies, organisations and societies at a pace not seen since the dawn of the computer age. The question is not whether this technology will reconfigure how we learn, work and make decisions, but how we choose to manage this process.

While the concept of AI has captured the global imagination, implementing it for specific tasks and processes may prove more difficult, as studies suggest that up to 85% of major technology projects fail to achieve their original goals. These failures are rarely due to the technology itself, but stem from the difficulty of blending entrenched behaviours and organisational culture with new systems. People resist abrupt change to long-standing workflows, and so trying to transform an existing system with disruptive technology is like trying to install a modern engine into a horse-drawn carriage while it clatters along the road.

Innovative technologies demand equally bold deployment strategies, and this is where the transitional approach comes in. Instead of attempting to retrofit long-established systems with AI, a transitional approach would construct new, AI-enabled units alongside existing operations, complementing rather than immediately replacing them. These new systems would be designed specifically for AI and could be tested in controlled settings before being integrated into the mainstream. A transitional strategy allows organisations to maintain their core operations and reduce the risk of project failure while allowing innovative solutions to gain employee support and client trust by proving their worth.

We call this philosophy ‘the Doctrine of Uncontested Territory’. Rather than threatening established processes, AI should be used to create new spaces where it can operate without direct conflict. Transformation often focuses on adapting current systems; transition is outward-looking and forward-focused, viewing change as a journey rather than a series of threats to the status quo. By building AI-enabled systems in parallel, organisations can maintain essential functions while exploring new possibilities, learning iteratively and adjusting as they progress.

Alongside the challenge of creating new, uncontested spaces for AI-enabled innovation lies a quieter constraint that shapes whether transition succeeds or stalls: the capacity of organisations to carry decisions through to execution. This volume introduces decision sovereignty – a missing transmission variable n how decisions become action – explaining why well-designed strategies and technological investments so often fail to translate into sustained outcomes. As analytical and predictive capabilities expand, the real constraint increasingly lies not in the quality of insight, but in the authority and organisational capacity required to act decisively in contested environments.

True innovation rarely springs from the old systems it inevitably replaces. Just as cars and electrification required new infrastructure and fresh ways of thinking, creating unprecedented opportunities in the early 20^th century, so too will AI reach its potential if it is unencumbered by the weight of outdated frameworks. By creating new and therefore uncontested spaces for AI through parallel divisions, pilot projects and new enterprises, organisations can avoid direct conflict with entrenched systems and disrupt themselves before others disrupt them.

This approach reduces resistance by leaving existing systems intact, allowing novel approaches to develop without provoking defensive pushback. It offers greater coherence between operations and technology, as new systems can be designed from scratch to align with AI’s strengths. Scalability is improved, as these systems can expand more easily when freed from legacy restraints. Most importantly, new entities have clarity of purpose, as they can focus on future opportunities without being burdened by old habits and assumptions.

Of course, innovation never happens in a vacuum. Even when built in ‘uncontested territory,’ new systems can provoke disquiet, whether from employees fearing for their jobs, regulators worried about financial risks, or communities concerned about social impacts. A responsible transition will therefore require empathy, foresight and social licence to succeed. We must map the ripple effects of systemic change, provide training and bridges for those tied to legacy systems, and acknowledge that innovation reshapes not only organisational structures but also personal identities and human relationships.

The goal of the Doctrine of Uncontested Territory is not disruption for its own sake. It is about creating sustainable value, boosting productivity and addressing economic challenges for the betterment of every citizen. The basic functions of organisations – delivering services, moving goods and meeting human needs – will remain unchanged. What will change are the tools and methods used to attain these goals. AI will allow us to achieve more with fewer resources, and in doing so, redefine what is possible for us all.

Today’s leaders, policymakers and innovators face a choice, but it is not strictly binary. While organisations can cling to legacy systems at the risk of falling behind, they can also adopt structured, transitional approaches that blend careful stewardship of existing operations with forward-looking innovations. The Doctrine of Uncontested Territory provides a guiding philosophy: build the new thoughtfully, strategically and responsibly, rather than fighting the old.

The Orvieto Leadership Summit, co-hosted by Orvieto Musica and Global Access Partners in June this year, proposed three overarching principles for responsible decision-making in a world being transformed by AI. In their joint ‘Orvieto Statement’, Summit participants called on political and business leaders to

1. “Harness new technologies, including generative AI, to empower human agency, democratic governance, and social engagement, rather than replace them.

2. Practice interdependent leadership: engage with stakeholders, build consensus, and cultivate collective wisdom to navigate challenges and maintain social cohesion.

3. Embrace governance that respects individual autonomy, encourages civic participation, and ensures the benefits of technological progress are shared across present and future generations.”

I hope these principles will serve as inspiration for our leaders as well as our readers as we collectively navigate the opportunities and responsibilities of an AI-enabled world.