ENTERPRISE TRANSFORMATION
INDUSTRIAL MANUFACTURING
ALIGNING ENTERPRISE AI STRATEGY ACROSS REGIONS AND DIVISIONS
AI was surfacing across the enterprise, shaping decisions from product to operations—yet leadership lacked the structure to turn momentum into alignment.
An international industrial manufacturer with operations across North America, Latin America, and Europe had reached a point of strategic acceleration. AI was surfacing in boardroom discussions, quarterly planning sessions, and external vendor proposals. Business units were exploring pilots—but without cohesion or shared criteria for what mattered most.
The leadership team recognized the risk: activity was increasing, but strategy was fragmenting. They didn’t want another technology initiative. They wanted a plan that would align the enterprise and signal intent.
THE CHALLENGE
Emergent Line’s diagnostic surfaced a familiar tension: teams were ready to move, but moving in different directions. Some focused on operational efficiency, others on workforce planning or customer service.
The organization required structure, alignment, and a roadmap that could guide AI decisions across geographies and functions.
THE PROCESS & SOLUTION
Emergent Line delivered a structured advisory engagement through its AI Vision & Strategy offering, tailored for global industrial firms managing transformation across borders.
We began with a strategy diagnostic and executive alignment sprint, engaging the CEO, COO, CFO, CHRO, CTO, and division heads. These sessions mapped readiness, surfaced points of friction, and clarified where AI would create advantage versus where it risked slowing the business.
Using our AI Strategy Blueprint Framework, we supported the development of a three-year enterprise vision positioning AI as a cross-functional enabler of operational resilience, data-informed decision-making, and customer relevance.
Division-level pathways were defined across six verticals—operations, finance, HR, R&D, customer service, and IT—each aligned under a unified enterprise strategy.
We then applied our AI Fit Assessment Framework, which helped teams prioritize initiatives based on strategic value, data readiness, and ease of integration. This enabled early wins without compromising governance or compliance across regions.
Deliverables included a phased enterprise roadmap, cross-division implementation plans, and executive materials to support internal and investor-facing communication.
THE RESULT
In fewer than 90 days, the company moved from scattered exploration to coordinated execution. Results included:
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Enterprise-wide prioritization of AI initiatives, anchored in business value and divisional realities
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A unified narrative to communicate strategy across employees, investors, and regional partners
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Three pilots launched—in operations, finance, and customer service—with governance and KPIs in place
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Avoidance of costly missteps by identifying areas where AI would create complexity rather than impact
One division head remarked:
“We now speak the same language across regions—and we know what to say no to.”
