Challenge
The energy division needed a grounded view of where AI could create value and what would prevent promising use cases from working in practice.
Case study04 / 09
AI without the theatre.
An internal capability assessment paired with an external scan of technologies, vendors and likely market direction.
Engagement
Rejlers · Solo strategy engagement
Role
Strategy consultant
Year
2024
200+
person division assessed across 19 units
My contribution
I ran internal interviews, researched the vendor landscape and cross-referenced external opportunities against current capabilities and constraints.
Outcome
The assessment surfaced proprietary-data governance as the binding constraint and was presented to all business-area managers and division leadership.
Approach
Approach
- 01
Interviewed internal stakeholders across the division to map current capabilities and practical needs.
- 02
Scanned emerging technologies, relevant vendors and likely market development.
- 03
Cross-referenced external opportunity with internal readiness to identify realistic gaps and constraints.
Current-state assessmentVendor and technology scanCapability-gap frameworkExecutive presentation
