Embracing AI without losing your bearings

Predicting outcomes, automating tasks, reducing errors, increasing productivity: artificial intelligence (AI) can deliver significant benefits for organizations, provided these tools are implemented effectively and responsibly. As opportunities continue to expand at a rapid pace, a better understanding of these technologies helps managers make informed decisions.

AI has become a major topic of conversation within organizations, to the point where managers sometimes feel they must try everything at once. But what does truly successful, and above all responsible, AI integration look like? For Camille Grange, Associate Professor in the Department of Information Technologies at HEC Montréal and Academic Director of the Certification in Artificial Intelligence offered by the Executive Education HEC Montréal, the answer lies less in the number of tools deployed than in the quality of the thinking that guides their use.

"It is tempting to jump on the bandwagon simply because everyone else is doing it," she notes. Experimentation remains essential, since no one has all the answers yet. However, these efforts should first and foremost serve as opportunities to learn, both individually and collectively, and to strengthen teams' digital literacy.

"Organizations need to train their employees so they understand what data can and cannot be used, and in which situations human oversight remains indispensable," explains Camille Grange. AI adoption must also be guided by ethical, legal, and digital responsibility considerations, all of which are among the topics covered in the Executive Education HEC Montréal program.

Creating Value with AI

To avoid following the latest trend without purpose, organizations must first determine what they hope to achieve through AI. "This certification is designed for senior leaders who want to identify and use the right tools to create value," says Camille Grange.

The next step is conducting a diagnosis of organizational needs. "It's a bit like looking under the hood of a car. Where are the bottlenecks? Which tasks consume the most time?"

AI can help transform internal operations by automating tasks, improving decision-making, and boosting team productivity. It can also support growth by enhancing the customer experience, driving innovation in products and services, and strengthening relationships with partners and suppliers. The challenge, however, is identifying the opportunities that are most relevant and impactful.

Building an AI Strategy

Responsible AI use requires providing employees with a safe "sandbox" environment where they can explore both the possibilities and limitations of these technologies. "Generative AI tools have been placed in everyone's hands without an instruction manual. And because people already use AI in their personal lives, they may be tempted to apply those same practices at work. However, organizations cannot indiscriminately entrust corporate data to fully open systems," says Camille Grange. In her view, the solution lies in creating a secure and controlled environment where information is protected and experimentation is encouraged.

The training offered by the Executive Education HEC Montréal helps participants better understand the risks associated with these technologies. "AI is increasingly being used to process and generate information, whether to draft an email, respond to a request for proposals, or prepare the first draft of a report based on collected data," she explains. "This type of use, which often focuses on creating the initial structure of a document, can be entirely legitimate." In the knowledge economy, however, such practices require caution. The professor points to the example of a consulting firm suspected of using AI to produce a report containing fabricated citations.

This example highlights the importance of addressing the ethical issues surrounding AI adoption. While some aspects, such as personal information protection, are already regulated, others depend on internal organizational policies. "There is still significant work to be done to establish a clear governance framework that defines not only which uses of AI are permitted, but also which ones the organization wants to encourage. For instance, some organizations may choose to prioritize sovereign systems or reduce their dependence on suppliers located outside Quebec and Canada." These decisions also affect AI's environmental footprint. Before adopting a tool, organizations should consider whether the resources it requires are proportional to their actual needs. "Once you better understand how these systems work, it becomes easier to assess their impact. Is the chosen tool oversized for the task at hand? This is one of the fundamental principles of eco-design," explains the professor.

Training therefore helps organizations not only understand AI's capabilities and limitations, but also develop a strategic vision for its integration. Managers are better equipped to identify value-creation opportunities, prioritize investments, govern initiatives, and guide their teams through transformation. "Knowledge brings freedom and autonomy. You no longer act simply because you feel pressured to do so. Every decision becomes more intentional and strategic," concludes Camille Grange.