The formation of digital-intelligent strategic consensus among stakeholders is a prerequisite for organizations to promote transformation. However, existing research lacks studies on the micro-cognitive perspective of digital-intelligent transformation, and there are also issues with the “defectiveness” of the consensus subjects and insufficient discussion on the mechanisms of consensus formation in the study of strategic consensus. In view of this, this study takes Sany Heavy Industry as the case to explore how to reach the strategic consensus of internal and external stakeholders through sensemaking in the digital-intelligent transformation. The results show that: The formation of digital-intelligent strategic consensus follows a dynamic interactive cycle of “sensemaking by senior leaders → sensegiving by leaders to organization members → sensegiving by inside organization members to outside stakeholders”. The former transmits and guides meaning generation to the latter, and the latter feeds back and affects the meaning construction of the former. There are differences and emphases in the internal and external sense-giving strategies of organizations. The sense-giving mechanism is a combination process of “complementation and reinforcement”, which requires the iterative use of discourse strategies (a beautiful blueprint for cognitive transformation) and action strategies (practical perception of transformation) to gradually promote the cognitive transformation of the community of interests in digital-intelligent transformation. This paper responds to the call of scholars to conduct more in-depth research on cognition related to digital-intelligent transformation and deepens the research on strategic consensus.