The more artificial intelligence is presented as spectacular, the more companies overlook what is actually happening in their day-to-day practices.
What I observe on the ground is not spectacular, and yet, this is exactly where everything is taking place.
A discourse that is shifting scale
Over the past few months, the level of discourse around artificial intelligence has clearly shifted scale.
We are now talking about agents capable of handling entire tasks autonomously, systems that could replace certain human functions, and tools able to produce, analyze, and make decisions at a level that rivals professional expertise.
We refer to intelligences capable of writing code on their own, managing entire processes, or operating in complex fields such as law, healthcare, or research.
The idea that is taking hold is that of a technology that no longer simply assists, but could act, decide, and produce at a level equivalent to—or even exceeding—that of humans in certain contexts.
At the end of this escalation, one question inevitably arises: all of this is impressive, but what does it actually change within a company, within a team, within a decision chain, within professional responsibility?
Because the more we talk about what AI might be able to do tomorrow, the more we overlook what is missing today: a clear framework, concrete reference points, and a structured way to integrate all of this into real work.
What this level of noise creates inside organizations
In the conversations I have with executives and management teams, I see a form of dispersion emerging. Questions are numerous, reference points are unstable, and everyone is trying to make sense of the situation based on what they hear around them.
Some ask colleagues, seek feedback, observe what others are doing. Others remain on the sidelines, unsure where to begin. The topic circulates, but it does not take root.
The issue is not so much the complexity of AI. It is the level of noise that makes it difficult to position oneself clearly.
Another difficulty adds to this:
- the more attention the topic receives,
- the more voices emerge,
- the more offers, promises,
- and solutions multiply.
For an executive, this makes the situation even harder to read. It becomes difficult to understand what is truly needed, who to rely on, and where to begin.
A gap that distorts priorities
What I observe is a gap that directly impacts how decisions are made. Attention shifts toward what might happen, what should be anticipated, or what others seem to already master.
At the same time, leaders seek reassurance, understanding, and comparison. They ask questions, gather opinions, and try to position themselves in what they perceive as a constantly shifting environment.
But this dynamic creates confusion around priorities. It generates a sense of urgency—to move faster, to catch up, or to align.
When in reality, the issue is not speed. The issue is understanding what is already concretely impacting the organization.
What the noise makes invisible
When discourse takes up all the space, certain essential dimensions become harder to perceive. The need to establish a clear framework, the implicit decisions already being made, and the professional responsibility associated with each use fall into the background.
And yet, these are not secondary matters. They determine whether artificial intelligence truly supports work, or whether it simply adds another layer to an already unclear organization.
At what point do we decide what can be done with AI, by whom, within which limits, with what level of validation, and under whose responsibility? As long as these questions remain unclear, usage may progress, but it remains unstructured.
The issue is therefore not just the tool. The issue is how the organization frames its use, structures the decisions that come with it, and assumes the professional responsibility that follows.
Starting from what is already there
The starting point is not the latest promise about AI. The starting point is what is already happening within the company.
Observing what is already taking place, putting words on existing uses, clarifying decisions—even when they are not formalized. This is what allows practices to evolve with coherence.
Where the real issue lies today
What I see are not companies overwhelmed by a technology that is too advanced.
What I see are organizations caught in a level of discourse that distances them from their own reality, preventing them from seeing what is already transforming the way they work.
This is precisely where the real issue lies today: in the ability to establish a clear framework, shed light on actual uses, and take ownership of the decisions that follow.
Because behind every use of artificial intelligence, there is professional responsibility. And as long as this framework is not established, the question is not about the tools themselves, but about how they are used, validated, and integrated into the work.
This is exactly where I step in—where organizations need to put words to what is happening, establish a clear framework, and take ownership of the decisions that the use of artificial intelligence brings into real work.
If this article has brought clarity, d’autres textes prolongent cette réflexion other pieces extend this reflection on AI practical uses, and the transformation of professional practices.
About the author
Micheline Boutrin Deroire
Founder of PAS À PAS DIGITAL, strategic consultant in governance and integration of professional AI usage.
She works with management teams to structure usage practices, clarify decisions, and reinforce professional responsibility.
Her approach connects four dimensions — AI, governance, usage structuring, and professional responsibility — to evolve practices without distorting them.
Her work is grounded in real situations, field observation, and organizational realities.
👉🏼 Continue the reflection or start a conversation
[email protected] | +596 696 37 66 90
(Distinctions 2024 : Best Innovation & Strategic Change Consultancy Leader – Western Europe * Digital Transformation Expert of the Year – France)