An electronics assembler's plant managers have clean, well-integrated production data and modern IoT sensors streaming into a central dashboard. The COO wants to assess readiness for a broader AI rollout across finance, HR, and operations, not just the plant floor. Select the TWO actions that should happen BEFORE committing budget to an enterprise-wide AI rollout. (Select TWO.)

Because plant-floor readiness was never established for finance or HR, the next step is to extend the assessment into those untested functions: evaluating leadership alignment, data quality, and governance readiness in finance and HR, and separately interviewing leaders and staff in those departments to gauge cultural readiness and surface concerns. Both are diagnostic steps that belong before any spending decision, not after one. Expanding the plant floor's technical infrastructure by doubling its sensor count is a plant-floor investment, but infrastructure was never flagged as a weakness anywhere in the scenario, so it does nothing to answer the open question of whether finance and HR are ready. Announcing a fixed enterprise-wide rollout date to create urgency puts pressure on a timeline before anyone has confirmed those other functions can meet it, which risks a rushed rollout into departments that haven't been assessed at all. Purchasing enterprise AI licenses for every department based on the plant floor's success assumes that success will transfer directly, an assumption the scenario gives no support for since the plant floor's clean data and IoT infrastructure are specific to operations. The operational check: readiness proven in one function must be reassessed, not assumed, before budget is committed to extend it into others.