Dernière mise à jour le April 27, 2026
On April 16, Talsom brought together leaders and decision-makers for a morning of discussions focused on a now critical challenge: how to move from experimenting with AI to truly creating value. Hosted by Adil Mansouri, Vice President, Design, Innovation & ESG, the event highlighted a key lever of transformation: the redesign of business processes.
AI: Between Promise and Reality
From the very first discussions, one observation stood out. Despite significant investments and the rapid adoption of AI tools, most organizations still struggle to generate measurable impact.
Mélissa Canseliet, a neuroscientist and expert in cyberpsychology, added valuable perspective by highlighting the human dimension of these transformations. She emphasized AI’s role as an amplifier of human behavior, both a source of risk and a lever for transformation.
This perspective reinforces the idea that AI-related challenges are not just technological, but deeply rooted in organizational and human dynamics.
Why Organizations Fail to Capture the Expected Value
Building on this, Adil Mansouri offered a clear assessment: AI is widely adopted, but rarely transformative. Organizations are accumulating tools and multiplying initiatives, yet struggle to generate tangible value.
This situation can be explained by three main dynamics. First, AI is often layered onto existing processes without rethinking the operating model. Second, initiatives tend to evolve in silos, leading to fragmented efforts and what many refer to as “pilot purgatory.” Finally, an acceleration bias has emerged: the speed of technological deployment has created the illusion that organizational transformation can keep pace.
The Real Lever: Redesigning Business Processes
At the core of Adil Mansouri’s message was a clear stance: creating value with AI requires redesigning business processes.
Rather than adding tools to existing workflows, organizations need to fundamentally rethink how work is structured and how value is created. This means shifting from an optimization mindset to a transformation mindset.
This approach is built on a key idea: an organization is not a set of tasks, but a set of decisions. Redesigning processes therefore involves identifying key decision points, integrating AI in a targeted way, and rebuilding workflows around these value-creation moments.
This “AI-by-design” approach enables deep transformation by redefining the roles between humans and systems, simplifying unnecessary steps, and creating operating models that are truly adapted to the AI era.
From AI as a Tool to AI as a Revealer
Another key takeaway from the conference was how to rethink the role of AI. Far from being just an accelerator, AI acts as a revealer of the quality of processes and organizational structures.
When processes are poorly defined, AI amplifies inefficiencies. When decision-making is unclear, it amplifies inconsistencies. On the other hand, in well-structured organizations, AI accelerates decision-making and improves consistency at scale.
In this context, process redesign becomes a prerequisite for any sustainable value creation.
Aligning Strategy, Operations, and Execution
The panel featuring Marie-Sophie Tremblay (Microbird), Charles Brenn (Énergir), and Martin Bourassa (Talsom) grounded these ideas in real-world experience.
A common challenge emerged: moving from pilot to scale. Panelists emphasized the importance of aligning AI initiatives with business priorities while structuring processes to avoid fragmented efforts.
Beyond technology, it is the ability to orchestrate transformation, by connecting strategy, operations, and talent, that truly enables value creation.
Responsibility and Autonomy: Structuring Decision-Making
As AI systems become more autonomous, the question of responsibility becomes central. Organizations must position themselves along a spectrum, from full human control to partial or extended delegation to AI.
However, one principle remains: responsibility cannot be delegated. It must be embedded in the very design of processes and workflows, particularly at critical decision points.
Experimenting with Redesign Through Play
The morning concluded with a collaborative workshop designed as a board game, created by Jeremy Roy, Clément Tison, Sandra Canuel, and Patrick Dupéré.
Through a concrete case, participants were invited to redefine a role by delegating certain tasks to a “digital colleague,” then rebuild the associated skills and performance conditions.
This format made a key principle tangible: redesigning processes inevitably leads to redefining roles, skills, and work environments.
A Transformation That Starts with Processes… and Happens Through People
Throughout the morning, one idea became clear: digital transformation is inseparable from the transformation of processes and ways of working.
AI does not create value on its own. It reveals potential, provided organizations are willing to rethink how they operate at a fundamental level. This involves redesigning workflows, but also evolving roles, skills, and culture.
This event ultimately reframed a commonly overlooked lever: it is not the tools that transform organizations, but how they redesign their processes to fully leverage them.
