Enterprises are investing heavily in AI, yet a gap remains between strategy and execution. Many AI and automation programmes are designed and piloted in the US or Europe by innovation or corporate teams. India-based global capability centres are often informed only after tools and models have already been chosen. One large global services firm explored an autonomous service desk in the US while its main delivery footprint sat in India. Delivery leaders were not initially involved. Once they joined the discussion and mapped real workflows, the original design was shown to miss practical constraints and high-impact opportunities. When strategy and delivery stay separate, use cases lack a grounded view of daily work, change is pushed onto teams rather than built with them, and the people closest to systems and data are left out of risk assessments. Organisations closing the gap give engineers and service desk staff direct access to AI platforms.
Enterprises are investing heavily in AI, yet a gap remains between strategy and execution. Many AI and automation programmes are designed and piloted in the US or Europe by innovation or corporate teams. India-based global capability centres are often informed only after tools and models have already been chosen. One large global services firm explored an autonomous service desk in the US while its main delivery footprint sat in India. Delivery leaders were not initially involved. Once they joined the discussion and mapped real workflows, the original design was shown to miss practical constraints and high-impact opportunities. When strategy and delivery stay separate, use cases lack a grounded view of daily work, change is pushed onto teams rather than built with them, and the people closest to systems and data are left out of risk assessments. Organisations closing the gap give engineers and service desk staff direct access to AI platforms.