{"id":6534,"date":"2025-09-30T19:26:29","date_gmt":"2025-09-30T17:26:29","guid":{"rendered":"https:\/\/www.retorika.fr\/2025\/09\/30\/ai-and-governance-revealing-organizational-flaws\/"},"modified":"2025-10-24T15:41:45","modified_gmt":"2025-10-24T13:41:45","slug":"ai-and-governance-revealing-organizational-flaws","status":"publish","type":"post","link":"https:\/\/www.retorika.fr\/en\/2025\/09\/30\/ai-and-governance-revealing-organizational-flaws\/","title":{"rendered":"AI and governance: revealing organizational flaws"},"content":{"rendered":"\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t\t\t
<\/div>\n\t\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

AI and governance: \n<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

why artificial intelligence reveals corporate weaknesses<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t
\n\t\t\t
<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

AI, a governance tool or a revelation?<\/h2>

<\/p>

Artificial intelligence is everywhere. According to McKinsey, between 65% and 71% of companies<\/strong> have already adopted generative AI in at least one function – compared with just 33% a year earlier. Gartner even predicts that over 80% of enterprise software will incorporate AI functionality by 2027<\/strong>. <\/p>

The figures are impressive, but they mask a reality: in the majority of cases, AI is still perceived as a tactical lever<\/strong>, confined to automating certain tasks. Yet, on closer inspection, AI acts above all as an organizational mirror<\/strong>. It reveals inertia, unquestioned managerial routines and governance flaws. <\/p>

<\/p>

So the question is not just “what tools should we adopt?”<\/em> but “what is AI forcing us to rethink in the way we run and organize the company?”.<\/em><\/p>

<\/h2>

Experimental but rarely strategic uses<\/h2>

<\/p>

In most organizations, AI is being adopted in a scattered way. Human resources, marketing or customer services are testing use cases such as content authoring, lead pre-qualification or document automation. <\/p>

But according to one expert interviewed, “most customers are not integrating AI at a strategic level. Its use remains mainly operational”.<\/p>

<\/p>

The result<\/strong>: AI speeds up tasks… without transforming the structure that decides on those tasks. An extra layer of efficiency, but no reflection on meaning<\/strong>, governance<\/strong> oroverall impact<\/strong>. <\/p>

<\/p>

Governance still ill-suited to the age of intelligent automation<\/h2>

<\/p>

Many executives admit they don’t know what strategic issue<\/strong> AI is supposed to solve. Enthusiastic about the tools, they often lack a compass<\/strong>. <\/p>

Major obstacles :<\/p>