It’s the new reality of work: global, hybrid teams spread across time zones, working together to achieve goals that ultimately drive their companies’ success.

I recently facilitated a virtual, global business acumen simulation workshop centered on critical thinking. One of the most interesting outcomes was a rich discussion about how AI is supporting the flow of work in hybrid environments and, more importantly, how it can help teams think more critically.

With great change comes great challenges. One of the biggest challenges facing leaders and organizations today is how to create a culture of critical business thinking. I define critical business thinking as the ability to analyze and evaluate information objectively, making sound decisions and solving problems effectively within a business context. It requires logic, reasoning, and the discipline to assess situations, identify solutions, and mitigate risks. This type of thinking is essential for navigating the complexities of today’s business world, fostering innovation, and achieving sustainable success that drives shareholder value.

As AI tools become more prevalent, their role in enabling and enhancing critical business thinking is becoming clear. Here are five ways AI can help hybrid, global teams sharpen this vital skill:

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Over the next few weeks, publicly traded companies will begin releasing their Q2 earnings reports and hosting earnings calls with analysts and shareholders. And so, the cycle begins again…

By “cycle,” I’m referring to the awkward, uncomfortable dance that plays out in businesses everywhere: a manager, without real business acumen, reads a few lines from the press release or earnings deck, pulls together a half-baked summary, and tries to sound like a visionary leader by “sharing insights” with their team.

It’s not pretty.

The problem comes when someone on the team, often a high-potential future leader, asks a question. Something like:

• “How does the decline in free cash flow affect our department budget?”
• “Why is EBITDA growing while revenue is flat?”
• “How do these expense cuts help the business?”

If you freeze, change the subject, or throw out buzzwords without substance, you’ve missed a golden leadership opportunity. And worse, you’ve exposed a knowledge gap that your team can see from a mile away.

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Over the first half of the year, I’ve had the opportunity to listen to more than 300 Board of Directors presentations delivered by participants in our business acumen simulations. These presentations are the culmination of the learning journey: each team steps into the role of senior leadership, presenting their strategy, goals, accomplishments, and future guidance for their simulated company.

Nearly every team uses or slightly adapts the templates we provide, and the resulting presentations are often thoughtful, structured, and insightful.

As I was reviewing a few over the long weekend, one in particular stood out. It was from a team that participated in a pharmaceutical simulation back in March. The title of their final presentation was:

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Let’s be honest and reflective for a moment.

For far too long, marketers, especially in the pharmaceutical industry, have been confined to a largely tactical role: content producers, email deployers, CRM campaign owners, and brochure creators. You get the drift.

But in 2025 and beyond, the rules have changed.

Omnichannel marketing is no longer just about building campaigns. It’s not just a tech stack or a sequence of well-orchestrated messages. It’s a new way of thinking, one that inverts the traditional model to center on customer experience rather than brand-driven messaging.

And the marketers who thrive in this new environment aren’t just good at segmentation, sequencing, and channel orchestration.

They think like General Managers.

They see across the business enterprise, connecting customer insights to brand strategy, aligning with field force realities, integrating medical collaboration, navigating regulatory constraints, and translating analytics into action.

They understand not just what needs to be done but why, when, and with whom.

They’re not just marketers. They’re enterprise leaders, and in our business simulations, they’re often on a path to running the company.

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The shock of what I just heard didn’t wear off for quite some time.

I had just introduced our brand-new, state-of-the-art Pharmaceutical Marketing Omnichannel simulation to a group of eager early career learners. As we wrapped up the overview, I asked the group, “Any thoughts or questions?”

A hand shot up.

“This sounds great,” she began, “but let’s be real. Even if we master these incredible tools and learn how to shift from multichannel management to true omnichannel engagement at the individual HCP level, it won’t matter. Why? Because we’re the only ones who believe in this.”

She went on.

“The Sales team still believes this is, and always will be, about their one-on-one relationships. They view themselves as the primary revenue drivers. And Medical Affairs? They think they own the truth because they have the data. Unless they buy in, all this training, this business simulation…it’s just a waste of time and money.”

Then came the mic drop. “The only way this works is if we use everything we’ve learned and become change agents—not just marketers. That’s the only way omnichannel sticks.”

You could feel the energy shift in the room. Heads nodded. Eyebrows raised. Everyone knew she was right.

Yes, omnichannel strategy, segmentation, content orchestration, and channel analytics are all critical. But they’re not enough. Not if you want to make it real inside a matrixed pharma organization. Because no matter how good your plan is, if your cross-functional colleagues don’t see the value, or worse, feel threatened by it, it goes nowhere.

The reality is that omnichannel marketers must become change agents. You must bring others with you. Earn credibility. Challenge assumptions. Build bridges. And yes, sometimes push back hard.

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