Challenge
The energy division, spanning six business areas and 19 units, needed a grounded view of where AI could create value and what would prevent promising use cases from working in practice.
My contribution
I ran internal interviews, researched the vendor landscape and cross-referenced external opportunities against current capabilities and constraints.
Approach
Interviewed internal stakeholders across the division to map current capabilities and practical needs.
Scanned emerging technologies, relevant vendors and likely market development.
Cross-referenced external opportunity with internal readiness to identify realistic gaps and constraints, especially the inability to feed proprietary client and project data into third-party AI models.
Outcome
The assessment surfaced proprietary-data governance as the binding constraint, was presented to all business-area managers and division leadership, and led to an employer-initiated follow-on offer that did not proceed because of budget timing.
Deliverables
- Current-state assessment
- Vendor and technology scan
- Capability-gap framework
- Executive presentation
