What AI has begun to shift in real work
When Micheline Boutrin Deroire PAS A PAS DIGITAL began to support the professional uses of artificial intelligence in organisations, requests often came through the tool's door.
The discussions focused on generative AI tools, possible uses, writing, time savings, content structuring, and the art of prompting. But very quickly, in her support role, she observed that something deeper was already unfolding.
She saw that certain tasks were already evolving. That some practices were changing. That new reflexes were appearing in the teams, sometimes discreetly, sometimes very quickly. She especially understood that the impact went far beyond the tool itself.
Their work involves both observing what is already changing within the company and helping to anticipate what these transformations will produce tomorrow in terms of jobs, skills, internal balances, and the organisation of work.
The tool is visible. The transformations it triggers are much less so.
What was at stake directly concerned roles, skills, the evolution of practices, professional benchmarks, responsibilities, and, more broadly, the way the company operates on a daily basis.
What companies were reporting on the HR side
On his side, Renaud DORCHY has long supported organisations on HR, management, strategy, and the evolution of professional practices.
On the ground, he saw another reality emerging. In his discussions with leaders, department heads, managers, and teams, questions about artificial intelligence were coming up more and more frequently.
- How to concretely address this within the company?
- Should a frame be put in place?
- What impacts on jobs?
- What does this change in practices?
These questions were there. Very much present. And they went beyond just the HR framework.
Where many organisations still address these topics separately, their approach immediately connects usage, work organisation, skills, managerial posture, and collective transformation in a single reading.
In many organisations, practices are already advancing.The HR questions come right after.
Where their two gazes met
It was at this crossroads that their duo was born; it quickly became clear to them that no isolated reading was sufficient.
They understood that a reading solely focused on AI did not always allow for an exploration of the human, organisational, and HR impacts that these uses are already producing within the company.
They also saw that an exclusively HR perspective did not allow for a full understanding of the realities of practices that are already transforming ways of working.
Beyond the uses themselves, they also observe something else on the ground: artificial intelligence does not only transform tools or ways of doing things. It gradually shifts what creates value in work. Some tasks evolve, some expertise is repositioned, and some reference points change.
What defined the value of a role, a skill, or a know-how yesterday is sometimes redefined more quickly than the organisation itself can articulate. It is also at this point that companies today need to take a step back, review what is changing, and clarify what they want to preserve, strengthen, or evolve.
Today, organisations need both. They require a cross-sectional perspective capable of linking practices, professions, skills, responsibilities, HR decisions, job evolutions, and actual work. They need a sufficiently broad understanding to grasp what is already changing... sometimes even before it has been formalised.
The subject is no longer just technological. It has become organisational, human, and profoundly strategic.
Beyond expertise: a shared approach to support
Their starting point is never the tool. Their starting point always remains the field: what the teams experience, what they are already experimenting with, what works, what resists, what raises questions, and sometimes also what is already there without having been named yet.
Their complementarity does not solely rely on their respective expertise. What makes their collaboration particularly smooth also stems from a shared approach to supporting organisations, with reference points they naturally share:
- Start from the ground.
- Observe the lived realities within organisations.
- Listen attentively to make space for what emerges.
- Convey in an accessible manner, directly linked to practices
- Anchor pedagogy in experience and the concrete.
- Move forward from real situations before setting a framework.
Both of them work from what people actually experience in their professional daily lives.
- Question.
- Listen.
- To bring to light.
- Put into perspective.
- Accompany reflections based on reality.
It is this coherence that gives strength to the duo today.
What the field confirmed to them in Guadeloupe
Their intervention also opens a space rarely addressed in organisations: a place where one can discuss both the uses, the practices of teams, the trade-offs, the responsibilities, and what artificial intelligence is already beginning to shift in professional daily life.
Renaud DORCHY and Micheline Boutrin Deroire PAS A PAS DIGITAL they recently experienced during a strategic support initiative conducted in Guadeloupe.
During two days of work with participants from management, coordination, and leadership roles, the discussions confirmed what they have been observing for several months in companies: artificial intelligence has already entered work practices.
Sometimes visibly, sometimes more discreetly, often even before a framework has been established, artificial intelligence is already present in daily work. The discussions held during this support have accurately confirmed this, highlighting what is already evolving in the practices, benchmarks, and professional daily life of organisations.
One of the participants said to them:
“Your duo… there’s something about it. What you bring together is truly special.”
Another put it very simply:
“In fact, it makes total sense.”
These words resonated because they express very accurately what their work seeks to make possible within organisations. Their approach does not consist of juxtaposing two areas of expertise or having two subjects engage in parallel dialogue.
It aims to create a shared reading space, where we can collectively observe what artificial intelligence is already transforming in the workplace. A space where we connect uses, professions, organisation, skills, professional responsibilities, managerial posture, and the evolution of practices, within a single reflection.
It is precisely in this cross-reading that companies today find new benchmarks to understand what is evolving and decide how to support it.
What transforms in organisations does not always wait for us to take the time to name it.
The questions that organisations must now face
For it is precisely there that the real questions lie today.
- How to support teams whose practices are already evolving?
- How to make the transformations at work in certain activities visible?
- How can we evolve the benchmarks without automatically perpetuating the existing ones?
- How can we illuminate HR decisions when practices are changing faster than the organisations themselves?
- And how can we integrate artificial intelligence within a clear, useful, responsible framework that is grounded in real work?
Because behind artificial intelligence, it is rarely technical subjects that emerge. What appears are questions of work, organisation, skills, responsibilities... and transformation already underway.
It is at this precise location that Micheline Boutrin Deroire PAS A PAS DIGITAL and Renaud DORCHY have chosen to cross their perspectives, by linking practices, professions, and the reality of work as it is experienced today in organisations.
This article is part of the ongoing work carried out jointly on the intersecting issues of AI, professions, skills, and the transformation of practices in the workplace.
About the author
Micheline Boutrin Deroire
Founder of PAS À PAS DIGITAL, strategic consultant in governance and integration of professional uses of artificial intelligence.
She supports leaders and team managers in framing the uses, the decisions they involve, and the associated professional responsibilities.
His approach connects four axes — AI, governance, framing of uses, and professional responsibility — to structure practices without distorting them.
His work is grounded in the field, real situations, and the organisational challenges of businesses.