Abstract This case study demonstrates how participatory design and ethnographic methods transform intelligent system development by integrating the embodied knowledge of frontline workers. Working with a traditional forest industry company in Northern Europe, we co‐designed a data platform by involving factory operators – individuals often excluded from digital development despite their deep, intuitive understanding of production environments. Our findings challenge hierarchical, top‐down approaches by showing how multiple forms of intelligence – technical, social, embodied – can be brought together to create solutions that are more relevant, feasible, and sustainable. The article highlights the importance of constructive conflict, and the way that fostering inclusive structures can create trust, shared ownership, and even new career pathways. We demonstrate that organizational intelligence is not a top‐down asset, but rather a collective and embodied capability, strengthened when diverse perspectives are engaged in design.
Juurinen et al. (Sat,) studied this question.