Food · Food & Ingredients

AI Transformation in the Food Industry

Starting point

A leading international food corporation wanted to build AI not as a point solution but as an enterprise-wide capability. Initial initiatives had already started — scattered, isolated, without ROI measurement and disconnected from corporate strategy. What was missing: a center of excellence, robust prioritization, and binding governance. Pressure came simultaneously from the market and from within: AI needed to deliver measurable results and become available across the entire organization.

What we did

We built a group-wide AI hub as a central center of excellence, linked to KPI-based portfolio reporting. Through structured use case workshops, we identified over 50 applications with validated business value and brought more than 20 to implementation — including proof-of-concepts for intelligent document processing and enterprise search. We orchestrated the controlled ChatGPT rollout for over 150 employees, complete with a training concept and governance framework.

Results

20+

AI projects implemented

50+

use cases with validated business value

150+

employees in ChatGPT rollout

12 Monate

until governance structure in place

What we learned

AI rarely fails in corporations because of the technology. It fails due to a lack of prioritization. Only a binding portfolio with defined metrics turns scattered initiatives into a transformation pathway — and the hub is the place where these decisions become possible in the first place.

This is the summary. How we approached it methodologically — which architectural decisions we made, what we discarded and which patterns can be transferred to other contexts — we discuss in a personal conversation.

Not because we want to sell you something. But because this depth is what our clients engage us for — and it does not belong on the open internet.