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Nicolas, welcome.

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How are companies evolving in
their GenAI

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maturity? Hi, Georgie.

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2023 was very much the year of
experimentation, and we had, I

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would say, 90% of companies
starting pilots, trying out

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things, leveraging, let's say,
generative AI mostly as, we

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could say, a shiny new tool.

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OK, I have this new amazing
technology.

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What can I do with it?

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Mostly focused on productivity,
automating daily tasks. 2024,

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we're seeing a very significant
shift from experimentation to

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transformation.

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And 50% or more of clients we
work with have moved towards

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transforming a function end to
end or transforming an

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enterprise as a whole with very
clear targets and outcomes.

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It's no longer just generative
AI.

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It is all forms of technology,
predictive AI, generative AI,

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data automation, and analytics
at the service of these

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outcomes.

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And it's no longer just
productivity.

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It is also quality, speed, top
line, yes, productivity, but

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that translates into real
savings and P&L impact.

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Tell me more if you would about
how companies are leveraging 

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GenAI specifically, right now,
and I suppose thinking about it

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in the sort of near future as
well.

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So, where we are seeing it is
generative AI, combined most of

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the time with predictive AI, is
used for leading companies in

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three ways. One, to lift
day-to-day productivity of the

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broad organization.

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You know, and you will have
generative AI to help you do

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meeting summary and e-mail
writing and reporting and all of

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that.

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That gets you, on average, 15%,
20% increase productivity over

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time, which is meaningful but
not game changing.

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The second thing is you're using
it to really transform functions

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and how people operate in some
parts of the organization.

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That gets you not 15% but more
30% productivity, but also a

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lift in quality, consistency,
and therefore, you know, top

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line. And the primary functions
where people have started are,

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first and foremost, marketing.

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And we are, you know, here in,
in Cannes and, you know,

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generative AI is the talk of the
town, but also customer service,

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as I mentioned, the software
engineering functions, and

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increasingly core functions—such
as innovation, R&D—in places

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like banking, lending, in places
like insurance, underwriting,

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and claims management, really
changing how people work.

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And the third place where
they're leveraging AI is to

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build new services, new
businesses.

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If you think about what L'Oréal
launched very recently with

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their beauty assistant, the
Beauty Genius, to personalize

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the beauty experience with
virtual advisors.

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If you think about how companies
can leverage AI to monetize

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their data and insights towards
the ecosystem, or even to invent

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radically new services and
offers.

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So these three ways are the
three main value-creation

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opportunities that we see.

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Can we talk about the workforce?

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I think it's fair to say that AI
will be disruptive to that.

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How can companies best prepare
for that disruption and change?

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It's hard, right?

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Because the technology is moving
at exponential speed, much, much

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faster than we are able to adapt
to it.

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So how can you prepare?

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There are two things. I think,

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one, there is a short-term,
continuous effort to upscale

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teams and to make sure that they
learn how to work with AI. AI

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will go—grow capabilities
dramatically over the next few

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years.

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But you have to learn to work
with.

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And the second thing is you have
to plan.

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You have to plan the impacts on
your workforce.

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So you anticipate this changes
because there will be quite

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significant.

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So there is a lot of HR planning
that needs to go into that.

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What is your advice for CEOs
looking to maximize the value

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potential of AI, 

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GenAI?

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So I think the first is focus.

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The, let's say let all flowers
bloom, 200 experiments

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everywhere—what we know and
we've seen it, you know, before

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generative AI with digital
transformations and, you know,

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AI transformations—is not
leading to great success.

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So focus. Pick, you know, the
three plays that I talked

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about—deploying, you know, for
day-to-day productivity,

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reshaping functions, inventing
new business models—

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pick a few things in each of
these columns or some of these

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columns, and go at it forcefully
with intentionality, resources,

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and consistency.

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The second thing is, look at AI
not as a technological

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transformation but as a people
transformation.

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How are you going to change the
way the organization work?

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How do you put the right level
of emphasis on process change,

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operating model change?

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And the third, I would say
experiment yourself.

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You know, too often do I see
leadership teams that talk a lot

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about AI but that have not
really embraced it themselves.

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It's only through, you know, own
experience that you're able to

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understand how it will impact
your daily life.

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So I really encourage CEOs and
their leadership teams to be

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practitioners themselves.

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Nicolas, as always, thank you so
much.

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Thank you, Georgie.