The value of vendor relationships in the AI era

Since the rapid expansion of AI tools, the balance of power between customers and vendors has shifted dramatically. Organizations are no longer as dependent on software developers, solution architects and integration specialists to build functional tools or workflows. Today, internal teams can leverage platforms such as Claude, Lovable, Perplexity and other AI-assisted development tools to quickly prototype and even deploy functional products with minimal technical resources. What once required months of vendor engagement and implementation cycles can now be tested internally in days. Recent reporting from Business Insider highlighted how AI coding tools are reshaping the traditional build-versus-buy equation and placing pressure on legacy SaaS business models as organizations increasingly evaluate what can be developed internally versus purchased externally. This shift has created a new reality for software vendors. Technical complexity alone is no longer enough to justify long implementations, bloated subscriptions or stagnant roadmaps. However, this does not mean vendor relationships are losing value. In many ways, the opportunity for stronger vendor and customer partnerships has never been greater. Vendors that adapt to this new environment and align themselves with the speed and urgency of their customers will remain essential strategic partners. Customers have become more empowered because AI democratizes access to development and analytics capabilities. Business intelligence and reporting no longer need to rely on feeding data downstream into rigid systems that require specialized development work to interpret. Organizations now have direct access to APIs, AI-assisted analytics and centralized data strategies that allow them to build insights and workflows faster than ever before. This is especially important in industries like hospitality where data is often fragmented across multiple systems, vendors and operational platforms. As a result, technology stacks are likely to shrink over the next several years. Standalone business intelligence tools, reporting platforms and low-value SaaS subscriptions are among the most vulnerable categories. Organizations are beginning to question why they should continue paying significant licensing fees for platforms that only visualize information when modern AI tools can analyze, summarize and operationalize that same data in real time. Middleware and excessive integration layers may also become less necessary as organizations centralize data and leverage direct API connectivity. That said, software vendors still provide tremendous value when they mature their approach and focus on solving real business problems. Scalability, reliability, security, compliance and operational expertise still matter significantly. While internal AI development tools can accelerate innovation, many organizations lack the in-house subject matter expertise, governance models and support structures necessary to maintain enterprise-grade systems long term. AI-assisted development connectors can also be unstable, and security concerns remain top of mind for organizations handling sensitive customer or operational data. This is where vendors have an opportunity to separate themselves from becoming replaceable integrations or bottlenecks. Vendors that survive this shift will be the ones that respond faster, deliver innovation quicker and maintain accountability to their product roadmaps. McKinsey & Company recently noted that software providers are being forced to rethink traditional SaaS business models as customers increasingly expect AI-native workflows, embedded automation and faster delivery cycles tied directly to operational outcomes. Customers now understand how quickly solutions can be built internally. That changes expectations dramatically. If internal non-technical users can ship prototypes in a matter of days, SaaS providers can no longer justify excessively slow-release cycles, expensive implementations or unclear timelines. One of the biggest differentiators moving forward will be the ability to provide AI-native actionable insights instead of generic AI features. Simply embedding a chatbot or basic large language model into a platform is no longer impressive. Customers are looking for systems that can identify meaningful business opportunities and operational risks while enabling workflows that immediately drive action. In hospitality, for example, actionable AI could identify that a large group booking has unexpectedly cancelled, creating a sudden occupancy gap. The insight alone is not enough. Modern systems should automatically recommend pricing adjustments to regain market share, identify labor scheduling opportunities to reduce unnecessary staffing costs, and surface operational changes that help the business pivot quickly. Human decision-makers still remain critical, but systems should actively support and accelerate those decisions. The same principle applies to guest experience. AI should not stop at generic automated responses that mimic a knowledge base article. It should support workflows that can modify reservations, process upgrades, suggest ancillary purchases, offer late check-outs or proactively identify previous guest issues so staff can avoid repeating negative experiences. If a guest previously had a poor stay due to housekeeping delays or room issues, that information should surface operationally before the guest arrives again. These are the types of capabilities that create measurable value instead of superficial AI features designed primarily for marketing purposes. At the same time, organizations must also address the challenges of AI governance. One of the largest mistakes companies are making today is deploying AI tools without structure, training or clear expectations. AI sprawl is becoming increasingly common as departments independently adopt tools without governance, risk assessments or measurable business objectives. This creates operational friction, inconsistent adoption and rising costs that become difficult to manage. Good AI governance begins with deploying approved enterprise-grade tools that protect organizational data and privacy. Companies must establish clear policies around acceptable use, train employees on practical workflows, evaluate risks associated with integrations and continuously measure return on investment. Too many AI initiatives are abandoned without understanding whether they delivered business value or valuable organizational learning. Even unsuccessful initiatives can provide important lessons that shape future innovation strategies. Pricing expectations are also changing rapidly. Customers now understand how AI accelerates development and reduces operational overhead. As a result, they are becoming less tolerant of large subscription costs tied to low-value platforms. Organizations are increasingly questioning why they should commit to expensive long-term contracts for products they believe could be recreated internally at a fraction of the cost using modern AI tooling and token-based consumption models. Vendors must remain competitive by reducing implementation complexity, improving pricing transparency and avoiding unnecessary premium charges for AI functionality. Customers are looking for predictable consumption models, flexible feature packaging and pricing structures that reflect the realities of modern software development. Locking organizations into massive subscription agreements without demonstrating measurable operational value will only accelerate dissatisfaction and replacement efforts. The cultural relationship between vendors and customers is also evolving. Customers no longer want vendors to operate as gatekeepers. They expect collaboration, transparency, responsiveness and a genuine seat at the table when product decisions are being made. Vendor relationships are becoming more collaborative and innovation-driven, with customers acting as co-builders rather than passive consumers of technology. The vendors that will win in the AI era are the ones that understand this shift and embrace it. They will move with urgency, partner closely with customers, make data accessible, provide actionable operational intelligence and maintain pricing models that feel fair in today’s environment. Organizations are not looking to eliminate vendors entirely. They are looking for vendors that evolve alongside them. AI has not eliminated the value of vendor relationships. It has simply raised the standard for what makes those relationships valuable. This article is published as part of the Foundry Expert Contributor Network. Want to join?