Artificial intelligence has become increasingly integrated into French businesses, with 18% of companies employing at least 10 people reporting the use of at least one AI technology by 2025, compared to 6% in 2023. For larger companies with 250 employees or more, the rate of AI adoption reached 58%, according to the French national statistics office, INSEE. These figures do not include the use of AI tools on an individual level or in less formal settings, such as through licenses, coding assistants, or generative tools. While the adoption rate is rising, it does not necessarily mean that work processes are being fundamentally transformed. A company might provide its employees with AI tools and test their use without making significant changes to its structure or achieving measurable improvements in performance. Robin Coulet, Head of Innovation at Ceetadel and an associate at the AI transformation consulting firm SocIAty, argues that the focus should now shift from simply adopting AI to transforming how organizations operate. He emphasizes the importance of considering how the time saved by AI can be used. For example, a task that once took three hours might now take only thirty minutes. While the time saved is real, without a strategic approach, companies risk merely doing the same tasks faster. Coulet warns that achieving 30% efficiency gains at each stage of an inefficient process does not guarantee a transformation in overall performance. According to Coulet, the productivity gains from AI should be treated as a resource that needs careful management. True transformation occurs when AI changes not only how products or services are created but also the offerings themselves or the underlying economic model. Once time is freed up, companies have several options: they can reduce costs, produce more, improve quality, develop new offerings, or reinvest in deeply human activities such as counseling, relationship-building, judgment, responsibility, persuasion, or representing the company. Managers must take charge of these decisions to ensure that productivity gains do not simply translate into higher expectations for productivity. Coulet recommends starting with the specific jobs and tasks within an organization rather than waiting for AI tools to be deployed. At SocIAty, this philosophy is reflected in the "AI chessboard" concept, which maps out the various cognitive functions of work, such as collecting, analyzing, exploring, controlling, and orchestrating. In this model, the "king" remains human, responsible for making decisions and judgments, while other agents assist with different functions. To identify this distribution, it is necessary to closely examine the reality of work. Coulet notes that after training more than 200 employees and deploying several dozen AI agents and workflows, the first phase showed that simply increasing the use of AI is not enough; processes must be rethought to achieve meaningful change.