The Future Of Less Work
00:16:29 · Laurent Aufils
[00:16:29] S1: Yeah. And and identify as well, you know, what would be the... You know, beyond going to, you know, solving the problem, what would be the the additional services that could be, interesting for the for the client based on, you know, what has just happened. So that's, you know, so that's the gain of the dividend for the the the that could be the gain of the dividend for the client. Then the dividend for the company is, of course, okay, you are able to deal with more tickets, but what are what are we learning from these tickets? Because if you learn, if you are just, you know, delivering more treatments of tickets, but you are not learning from these problems and fixing the root cause, that's also, you know, another problem. So how can we benefit from this, you know, at a larger scale and not just an individual basis, but on a collective basis, how can we benefit from this additional, you know, services and productivity that we are able to deliver? And from the employee side, what we are looking at as well is now training and learning is part of the day to day activities. It's not just something that you go and do once a year, you know, sitting in a, you know, school bench and, you know, for one week, it's something that you need to do on a regular basis. So we have developed this upskilling and reskilling programs with, for instance, one example that we call the U time, which are like three hours that are dedicated to training in the, you know, in the agenda of all the employees, so that they actually can upscale themselves and they can learn new, you know, new ways to deal, not only by sitting and looking at an e learning type of program, but also attending communities, attending meetings where they can exchange with peers on, you know, what they have learned, what they could actually share in terms of information and how they can, you know, gain on an individual basis from that. Because again, you know, if you are just telling your employees that, okay, it's great, you are gonna be able to deal with 40% tickets more. The person will say, okay, but what's in it for me? What, you know, what's, you know, what do I gain in terms of career path, in terms of skills and so on and so on. And that's very, very important. So that's three aspects of the dividends that I would quote in terms of, you know, the time saved through through AI.
00:19:12 · Nirit Cohen
[00:19:12] S0: Fabulous. And if you look kind of into next year, what are you still wrestling with? What do you think are the biggest challenges we have?
00:19:24 · Laurent Aufils
[00:19:24] S1: For us in, you know, in a, like, tech company, we are usually approaching AI as a technology, as a tool, and of course, you know, we are engineers, so people are really into, you know, what is the best tool, what's, you know, what are the best benefits that we can get from tool, when actually the transformation comes from the human side. So comes from how do you change the processes, how do you, you know, engage people in, you know, in helping you to also move and evolve and grow? And, you know, all this needs to be looked at in terms of change management, in terms of potential, you know, impacts on the organization. Organizational design is one of the important topics that we are looking at. And again, I would come back to the first comment that I made regarding the rhythm of adoption. You cannot ask everyone to adopt AI at the same pace. So we really need to make sure that we have programs and we are able to serve and to feed those employees who are really ahead of the game and we want to, you know, like develop new tools and work on new things, but also make sure that, you know, we are able to help all those employees who are perhaps less, you know, fluent with AI and the way they can use it in the day to day job to grow with the technology. So for me, that's what is at the top of my agenda for this year, for next year is really how to make sure that also we are not being blind by the technology, but we have the right guardrails in terms of accountability, responsibility, and also sustainable usage of of of of AI. Of
00:21:37 · Nirit Cohen
[00:21:37] S0: So I'm curious. Have you changed things like performance management or criteria for leadership selection? So I'm thinking about even those employees you said were, leading the pack. Sometimes you actually want them to go help other people and grow the communities, which means that maybe the dividend from their own time, right, is not fed back into their job, but into the broader transformation. Do you... Are you able to capture that and recognize and actually formalize that?
00:22:09 · Laurent Aufils
[00:22:09] S1: So we are we are in the process of... So it's not a done deal done deal yet, but we are in the process of, you know, like implementing in some way the recognition for these people. We have identified the, you know, people that we call AI ambassadors. So they have, you know, it's on a voluntary basis. So we run a campaign to ask for people who wanted to be identified as AI ambassadors who could help their peers, their colleagues, and also contributes to communities that we have around AI across the company. And these AI ambassadors now it's been, you know, about one year and it's the the community is still growing, but it's something that we include in the performance management in their yearly reviews, performance reviews, in order to recognize that as, you know, part of their job, even though it's not in their, it's not completely in their job descriptions per se, it's part of the value they actually bring to the company and they deliver. And to be honest with you, we had like really interesting surprises because we had people who were not at all in the IT world, who had actually been like following and, you know, trainings and were like on the personal basis, very interested in AI and were not using it in their day to day job, but we managed to identify these people and to actually value their, you know, what they can bring and what they can contribute to the company. And it's very, very interesting because, you know, you can really engage people as well. And usually when in any transformation, you know, you have a lot of people who are kind of spectators and not actors and seeing that their neighbor, their, you know, teammate and, you know, is actually using AI and, you know, like deliver, you know, like increases the interest in, you know, in discovering and learning more. So it's it's very powerful tool. I... You know, again, it's much more powerful than the mandatory training around AI.
00:24:32 · Nirit Cohen
[00:24:32] S0: Yeah. Yeah. We've... I think we've seen that having peer groups is one of the biggest transformative events. We're meeting in... At Unleash Paris in a couple of weeks, and you're... You'll be speaking there. I I was thinking if you... What's the one thing you want a room full of HR leaders to walk out believing?