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The problems that arise when AI scales up

There is one thing that most AI implementations that fail in business have in common. They don't fail because they don't work, or even because they don't add value, but when they cease to be tolerable within the existing framework. Scaling up acts less as an accelerator than as a revealer. What was acceptable as long as the use remained low-profile can become fragile when it becomes more exposed and changes scale. What was acceptable as long as it remained reversible and concerned only a small scope with controlled costs and therefore...

The problems that arise when AI scales up

There is one thing that most AI implementations that fail in business have in common. They don't fail because they don't work, or even...

The HiPPO principle: when opinion replaces decision-making

We thought we had replaced the power of the boss with highly rational approaches, particularly those based on data. A century of management science,...

“The world has changed, but not my principles”. A fictional interview with Henri Fayol on the limits of traditional management in the digital age.

Henri Fayol did not know agile organizations, collaborative platforms, or artificial intelligence, yet his name and work continue to be cited in management courses....

Augmented governance: AI as a lever for collective lucidity

As the years go by, corporate governance finds itself caught between an increasingly complex and rapidly changing environment and the structural limitations of its operating model. On...

Corporate governance: the word is trendy, but the reality is much less so

In a world and economic environment that is unstable to say the least, there is one word that comes up every time we talk...

Does AI spell the end of collective intelligence?

The massive arrival of AI in businesses, with the underlying promise of replacing individuals, is reviving discussions on collective intelligence. After all, what is the...

How can you avoid becoming a bottleneck in the workplace?

In the world before bottlenecks were machines that could not keep up with the pace of other machines and completely blocked the production process. The result:...

People Centric Operations: adapting work and operations to knowledge workers 

It's hard to believe that in 2024, in most businesses, work and operations will still be organized as they were in the heyday of Taylorism,...

Why it is sometimes necessary to refuse to tackle a problem ?

Managing others is good, but first of all it is better to start by managing oneself. Some of the anecdotes I heard during the...
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