A powerful driver of growth, artificial intelligence demands organizations undergo profound transformation, explain Solène Julier and Felix Humbaire, partners at Eurogroup Consulting.

 

What changes have you observed in how your clients approach AI?

Felix Humbaire: A few years ago, companies were primarily exploring how AI could help them predict inventory levels, hire the right number of temporary staff, or automate email responses. Since the generative AI boom in 2022, there’s been a shift toward viewing AI as a near-magical solution capable of driving massive productivity gains and even replacing certain jobs entirely. This notion, often amplified by the media, is also the vision marketed by some service providers and software companies.

Solène Julier: All large and mid-sized companies are experimenting with tools like ChatGPT or Copilot. The challenge now lies in scaling these technologies beyond the proof-of-concept (PoC) stage, as AI’s promises don’t materialize overnight. The journey is often longer than anticipated, even as the pressure to generate value and cut costs remains significant.

 

What work will this entail?

S.J.: Eurogroup Consulting and its partner La Javaness lead their customers to take a holistic approach to AI by considering its transformative power. The process begins with examining how AI can impact the value chain and business operations. Next, they identify use cases and business challenges where AI could add value. This is followed by analyzing what needs to evolve in terms of data governance, roles, skills, organizational structure, and technological infrastructure, right through to the development of solutions..

F.H.: Another key point is the cultural adaptation and training of employees at every level of the organization. Everyone needs to understand the systemic transformation AI entails. To address this, we developed the Generative Experience training program. Mastering AI concepts, understanding its capabilities, and the conditions under which it can be effectively applied help demystify AI and engage employees in the process.

 

Where does data fit into all of this?

S.J.: Data is the lifeblood of operations and the capital of tomorrow. This underscores the need to establish a data governance framework shared across different business functions.

F.H.: Often, data is of poor quality, scattered, or integrated using different standards. Making it accessible and consistent requires the involvement of both technical and business teams, as these are fundamentally strategic decisions.

 

Can this demanding work slow down some companies?

S.J.: In an uncertain economic context, companies would be wise to invest in a structured approach rather than scattered initiatives that fail to deliver real returns on investment.

F.H.: The transformation demands time, money, and energy, but companiesthat fail to pursue this path risk becoming suppliers to those who master data management. This will inevitably raise concerns about their strategic autonomy.

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