News Analysis
Walt Disney's formation of its Office of Technology Enablement underscores the growing importance of artificial intelligence (AI) in shaping corporate strategy.
With plans to integrate AI as well as mixed reality (XR) across its film, television and theme park units, Disney aims to position itself as a leader in AI innovation while addressing risks. The new division reflects a broader trend as enterprises explore dedicated AI divisions to remain competitive in a rapidly evolving technological landscape.
The entertainment giant’s approach — emphasizing strategic alignment, decentralized project execution and a commitment to responsible innovation — raises questions about how other companies are adapt to AI technologies' rapid evolution.
Here, we examine if other companies are adopting similar approaches to Disney and what this organization trend signals for the future of AI-driven transformation at enterprises.
Disney’s Office of Technology Enablement
Disney’s announcement of its Office of Technology Enablement marks a decisive step into AI and XR innovation, embedding these technologies into core operations under the leadership of Jamie Voris — previously CTO of Walt Disney Studios for 14 years, according to a FlickDirect.
This approach indicates a broader strategy by Disney to use AI to enhance consumer experiences and operational challenges.
Kaveh Vahdat, founder and CEO of RiseAngle, a game creation company, told VKTR that Disney’s creation of the Office of Technology Enablement shows a critical change in how enterprises view AI: not as an isolated toolset but as a transformative enabler woven across strategy, innovation and operations.
"This move illustrates a forward-thinking response to the reality that AI's potential transcends single-use applications. It demands orchestration across an entire ecosystem," Vahdat said.
The development aligns with a wider movement across industries as brands are forming dedicated AI divisions to explore the potential of the transformative technology.
What Other Companies Have Created AI Divisions?
In the race to integrate AI into core operations, several high-profile businesses have established dedicated AI divisions to leverage its potential.
Microsoft, for example, is a leader in the AI market due in part to the AI focus at its Microsoft Research division, which focuses on enterprise solutions, machine learning (ML) and partnerships, such as its collaboration with OpenAI. Similarly, Google continues to lead with its Google DeepMind division, exploring breakthroughs in AI for both commercial and scientific purposes.
Meta has also made headlines with its Reality Labs, a division committed to advancing AI, virtual reality (VR) and augmented reality (AR) technologies. This effort underpins Meta’s ambitious push toward the metaverse, combining AI with immersive digital environments. Amazon, through its Amazon Science research areas, including machine learning, emphasizes AI's practical applications in areas, such as logistics, customer personalization and voice-driven technologies, like Alexa.
Beyond tech giants, Lionsgate partnered with the AI company Runway to explore creative AI applications in film production, and General Motors leaned into AI within its autonomous vehicle division, Cruise, to push the boundaries of driverless technology. Johnson & Johnson in health care and J.P. Morgan in finance have formed AI-focused teams to revolutionize drug discovery and predictive analytics.
The growing trend underscores a collective recognition across industries: AI divisions are no longer a novelty but a strategic necessity. As Disney joins the ranks of companies forming dedicated teams, the question arises: Will these divisions define the next wave of corporate innovation, or will they falter under the weight of rapidly evolving technology and complex ethical concerns?
Who’s Leading Newly Created AI Divisions?
The titles of those heading AI divisions provide insight into how enterprises are positioning these roles within their organizational hierarchies. By examining appointments, we can better understand how companies are prioritizing AI in their broader strategies.
“Leading such a division requires a mix of deep technical expertise, strategic foresight and exceptional communication skills,” Vahdat said. “Leaders must act as bridge builders, capable of translating AI’s potential into language and outcomes that resonate across business units.”
For instance, Disney appointed Jamie Voris as head of the Office of Technology Enablement, a role that reflects both the exploratory and integrated nature of the company’s AI and emerging technology initiatives. The role includes not just oversight of AI, but also responsibility for aligning advanced technologies, like mixed reality, across the entertainment company's vast ecosystem. This kind of title underscores Disney’s intent to make AI a strategic enabler across its business units.
Similarly, Microsoft created the position of CEO of consumer AI, filled by Mustafa Suleyman. This high-ranking role signals AI’s critical role in Microsoft’s future and its segmentation into distinct consumer and enterprise categories. By dedicating a C-level role to AI, Microsoft elevates the discipline to a core driver of its strategy.
At Salesforce, Adam Evans, SVP of product, assumed responsibilities for AI research after Clara Shih’s tenure as head of AI research. The change highlights how titles in the AI space often reflect a company’s evolving priorities, such as integrating AI more closely with product development.
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What Can AI Leadership Titles Look Like?
As companies continue to formalize their AI strategies, we can expect to see more specialized roles. Potential titles may include:
- Chief AI officer: A C-suite role responsible for overseeing all AI initiatives, ensuring alignment with business objectives and navigating ethical concerns.
- Director of responsible AI: A title that reflects growing attention to AI ethics, governance and bias mitigation, ensuring AI systems comply with regulations and ethical guidelines.
- VP of AI operations: A leadership role focused on scaling AI solutions across the business, particularly in operational areas, like supply chain management, customer service and predictive analytics.
- Global head of AI and emerging technologies: A broader role that encompasses oversight of AI alongside complementary technologies, like blockchain, quantum computing and mixed reality.
- AI strategy architect: A title aimed at coordinating cross-departmental AI initiatives, ensuring AI applications align with both short-term goals and long-term innovation strategies.
- AI ethics officer: A leadership role dedicated to ensuring the ethical development, deployment and use of AI technologies. This position involves creating frameworks to address issues, such as bias, transparency and privacy, while ensuring compliance with regulatory standards and aligning AI initiatives with organizational values.
As the AI field matures, these titles will not only reflect the technical expertise required, but also the broader responsibilities of managing AI’s impact on culture, ethics and global competitiveness. By analyzing the progression of such roles, we can better understand how companies are adapting their structures to meet the demands of this rapidly evolving field.
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What are the Objectives of Enterprise AI Divisions?
Enterprise AI divisions are evolving into strategic hubs, tasked with much more than deploying technology. These divisions represent a significant pivot toward innovation, operational efficiency and competitive differentiation. Disney’s creation of the Office of Technology Enablement provides a clear example, with objectives that blend technological ambition with operational pragmatism.
At Disney, the focus includes enhancing consumer experiences through AI-driven tools, such as intelligent animation and editing, and exploring AR and XR technologies to redefine immersive entertainment. Ethical AI adoption is also central, as Disney positions itself to set industry standards in responsible innovation, addressing challenges, like intellectual property and bias in cultural narratives.
Vahdat noted the strategic importance of dedicated AI divisions, saying that “establishing AI divisions consolidates expertise, accelerates innovation and creates a focused space for tackling the most complex challenges. However, there’s a delicate balance to strike. Over-concentrating AI expertise in a single unit risks siloing innovation, disconnecting it from the operational nuances and needs of other departments.”
Vahdat underscored the need for these divisions to act as enablers rather than gatekeepers, encouraging company-wide AI literacy and cross-functional implementation.
Across industries, the objectives of AI divisions are converging around several key goals:
- Enhancing customer experiences: From personalized recommendations to immersive AR/VR environments, improving customer engagement remains vital.
- Driving operational efficiency: AI is optimizing supply chains, automating repetitive tasks and enhancing decision-making to reduce costs and increase productivity.
- Fostering innovation: These divisions incubate groundbreaking ideas, such as new products, services and business models.
- Ensuring ethical and responsible AI use: With heightened scrutiny over issues like transparency and data privacy, businesses are focusing on developing AI systems that are equitable and free from bias.
- Positioning for industry leadership: Companies aim to solidify their reputation as innovators, attracting top talent and securing competitive advantages.
Vahdat explained the importance of embedding ethical considerations into the DNA of these AI initiatives, saying that "embedding ethical considerations requires more than frameworks. It demands operationalization. Disney’s legacy in storytelling positions it uniquely to consider bias, inclusivity and impact in how AI shapes cultural narratives. AI divisions must integrate ethicists into their core teams and adopt rigorous oversight mechanisms.”
While the specifics vary — from Tesla’s pursuit of autonomous vehicles to Meta’s democratization of AI tools — these objectives reflect a broader trend. Companies like Disney are not just integrating AI into existing structures, they're redefining their business models around it.
“Companies that integrate AI deeply into their strategies — not just as a function but as a mindset — will outpace those that treat it as a peripheral initiative,” Vahdat said.
By merging innovation with ethical responsibility, AI divisions are shaping both the corporate strategies and the technological frameworks that will define industries for years to come.
Why are Companies Creating AI Divisions?
AI divisions are often tasked with unlocking new efficiencies and fostering innovation. For example, Tesla’s AI division focuses on achieving full vehicle autonomy, a goal that could revolutionize transportation. Similarly, Microsoft’s consumer AI division is driving productivity enhancements through tools, like Copilot, and exploring ways to integrate AI into everyday consumer experiences.
By concentrating resources within AI divisions, companies can accelerate the development of proprietary technologies, refine AI applications and maintain agility in responding to rapidly evolving market demands.
As consumers demand more personalized and interactive experiences, brands are turning to AI divisions to deliver. AI-driven tools can create hyper-personalized recommendations, power immersive technologies, such as AR/VR, and enable seamless omnichannel interactions. Meta, for instance, uses its AI division to push the boundaries of consumer engagement through innovations in social media and the metaverse.
Kaj van de Loo, strategic adviser at Inventurist AI, a business research company, emphasized that creating dedicated AI divisions is crucial to ensuring that AI adoption becomes a priority rather than being lost among competing organizational goals. This aligns with Disney's creation of the Office of Technology Enablement, signaling its commitment to embedding AI into its core strategy. Centralized AI divisions provide consistency and facilitate access to critical resources, like security and legal support — elements Disney is likely leveraging to address AI’s complex challenges in intellectual property and ethical considerations.
The rise of AI has brought increased scrutiny over several issues, including bias, transparency and data privacy. Companies are forming AI divisions to ensure their adoption of AI is ethical and compliant with regulatory frameworks. Disney’s AI division emphasizes responsible technology use, aiming to set best practices for the entertainment industry. This focus helps brands build trust with consumers and regulators while positioning themselves as ethical leaders in AI.
On a macro level, the establishment of AI divisions reflects a broader race to lead in AI innovation. With countries like China making aggressive investments in AI, companies in the U.S. and other markets are feeling pressure to stay competitive. By creating AI divisions, companies can ensure they remain at the forefront of technological advancements and play a role in shaping the future of their industries.
Hesitating to dive into AI — waiting for a perfect plan or flawless execution — can significantly hinder progress for businesses. Sometimes for brands, simply taking the plunge and getting started is the most important step.
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“The main advantage is that you get going,” van de Loo said. “If everyone owns AI adoption, it may not rise to the top three priorities and therefore, won't get done. Additionally, having a dedicated effort ensures consistency and makes it easier to marshal centralized resources, like security and legal.”
The creation of AI divisions signals a long-term investment in the future of business. These divisions are not just about deploying new technology, they represent a strategic commitment to evolving alongside AI’s transformative potential. For companies across industries, forming AI divisions is about more than keeping up. It’s about defining what leadership looks like in an AI-driven world.
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