Today, they ask, \u201cWhere\u2019s the return on investment?\u201d<\/em><\/p>\n\n This trend likely sums up better than any other indicator the fact that AI has entered a new phase\u2014one in which experimentation is no longer enough, and in which impressive demonstrations must give way to financial results. <\/p>\n\n During a masterclass held at VivaTech 2026, PwC executives shared the findings of a comprehensive study conducted among 1,200 organizations. The goal: to understand why some companies create value through AI while others accumulate software licenses without any tangible impact. <\/p>\n\n The reality is harsh.<\/p>\n\n 20% of companies capture 74% of the value generated by AI.<\/p>\n\n Even more concerning is that the least effective organizations sometimes destroy more value than they create.<\/p>\n\n The divide is therefore no longer technological. It is becoming managerial. <\/p>\n\n For a long time, a company\u2019s AI maturity was measured by the number of tools it had deployed.<\/p>\n\n How many employees have access to ChatGPT? How many agents have been created? How many Copilot licenses have been purchased? <\/p>\n\n According to PwC, these indicators reveal very little.<\/p>\n\n One of the most striking lessons from the presentation comes from the firm\u2019s own internal experience. After distributing hundreds of thousands of licenses to its employees around the world, the expected results did not materialize automatically. <\/p>\n\n The adoption was real.<\/p>\n\n Transformation, not so much.<\/p>\n\n This observation aligns with a trend now evident in most large organizations: AI is often used as a tool to boost individual productivity, even though the greatest gains are to be found at the systemic level.<\/p>\n\n Producing a report more quickly or writing an email more efficiently yields marginal gains.<\/p>\n\n Completely rethinking a business process by integrating AI from the very beginning changes the very structure of value creation.<\/p>\n\n The difference is significant.<\/p>\n\n The study identifies another recurring factor contributing to failure: the proliferation of experimental initiatives.<\/p>\n\n Many companies today have dozens, and sometimes hundreds, of AI projects.<\/p>\n\n Few reach industrial scale.<\/p>\n\n Why?<\/p>\n\n Because the organization focuses on simple use cases rather than strategic issues.<\/p>\n\n The most successful companies take the opposite approach. They do not seek to \u201cautomate\u201d an existing process. Instead, they question its very existence. <\/p>\n\n This distinction seems subtle.<\/p>\n\n Yet it is fundamental.<\/p>\n\n Adding AI to an organization designed for a pre-AI world rarely results in a significant improvement in performance.<\/p>\n\n Redesigning the organization around the capabilities offered by AI opens up a whole new world of possibilities.<\/p>\n\n The best results observed in the study came from companies that use artificial intelligence to solve complex problems that have historically been difficult to address, rather than to automate routine tasks.<\/p>\n\n One of the most interesting paradoxes in the presentation concerns human capital.<\/p>\n\n While AI is often portrayed as a substitute for human labor, the companies that create the most value are the ones that invest more in human skills.<\/p>\n\n PwC recently published its AI Jobs Barometer<\/em>, which shows that organizations that are most advanced in AI are seeing their skills evolve two and a half times faster than their competitors.<\/p>\n\n The most sought-after skills are not technical.<\/p>\n\n These are:<\/p>\n\n In other words, the qualities traditionally associated with human judgment.<\/p>\n\n As routine tasks become automatable, value shifts toward skills that enable interpretation, decision-making, and coordination.<\/p>\n\n The future of work seems to be shaped less by experts in prompts than by individuals capable of intelligently coordinating humans and machines.<\/p>\n\n The study identifies a factor that is even more decisive than technology or data.<\/p>\n\n Leadership Behavior.<\/p>\n\n The differences observed between high-performing companies and those that are lagging behind are often linked to the direct involvement of the CEO.<\/p>\n\n When the CEO uses AI himself, regularly asks teams about how they\u2019re using it, and challenges existing processes, adoption progresses more quickly.<\/p>\n\n When AI is confined to the IT department or the innovation division, the results remain limited.<\/p>\n\n This observation highlights a reality that is often overlooked: AI is, above all, a transformation initiative.<\/p>\n\n But successful transformations cannot be delegated.<\/p>\n\n They are self-piloted.<\/p>\n\n The companies that are making the fastest progress generally combine two simultaneous strategies:<\/p>\n\n One without the other rarely produces lasting results.<\/p>\n\n Behind the debates about business models, employees, and automation lies a much older issue: corporate culture.<\/p>\n\n How can we encourage experimentation in an organization that has historically been built around risk management?<\/p>\n\n How can we accept mistakes when operational excellence is precisely our competitive advantage?<\/p>\n\n How can we reward learning as much as we reward performance?<\/p>\n\n These questions are not new.<\/p>\n\n AI simply makes them impossible to ignore.<\/p>\n\n Organizations that capture the majority of value today seem to have realized that the main challenge is no longer access to technology.<\/p>\n\n Large-format models are now available to everyone.<\/p>\n\n Differentiation happens elsewhere.<\/p>\n\n In the ability to rethink processes, develop skills, and create a culture where experimentation becomes the norm rather than a tolerated exception.<\/p>\n\n Of the 1,200 companies analyzed by PwC, only 20% capture 74% of the economic value generated by AI. Organizations with both a solid foundation (data, governance, technology, and skills) and structured transformation programs are up to 2.6 times more likely to generate a significant return on their AI investments. <\/p>\n\n For a long time, the digital divide separated connected companies from unconnected ones.<\/p>\n\n The IA fracture will be different.<\/p>\n\n In the future, nearly all organizations will use generative models.<\/p>\n\n But only some of them will succeed in turning this technological capability into a sustainable economic advantage.<\/p>\n\n Executives often continue to ask whether their company is adopting AI quickly enough.<\/p>\n\n Perhaps the most relevant question has now become a different one:<\/p>\n\n Has the organization truly begun to transform itself, or is it still merely adding AI to a model designed for a world that no longer exists?<\/strong><\/p>\n\n Companies have never invested more in artificial intelligence. Yet, according to data presented by PwC at VivaTech 2026, only a minority are actually turning these investments into measurable growth. The…<\/p>\n","protected":false},"author":2,"featured_media":2063652,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_lmt_disableupdate":"","_lmt_disable":"","footnotes":""},"categories":[77972],"tags":[78056],"class_list":["post-2066622","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-luxury-and-ai","tag-ai-roi"],"_links":{"self":[{"href":"https:\/\/www.luxsure.fr\/en\/wp-json\/wp\/v2\/posts\/2066622","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.luxsure.fr\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.luxsure.fr\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.luxsure.fr\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.luxsure.fr\/en\/wp-json\/wp\/v2\/comments?post=2066622"}],"version-history":[{"count":0,"href":"https:\/\/www.luxsure.fr\/en\/wp-json\/wp\/v2\/posts\/2066622\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.luxsure.fr\/en\/wp-json\/wp\/v2\/media\/2063652"}],"wp:attachment":[{"href":"https:\/\/www.luxsure.fr\/en\/wp-json\/wp\/v2\/media?parent=2066622"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.luxsure.fr\/en\/wp-json\/wp\/v2\/categories?post=2066622"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.luxsure.fr\/en\/wp-json\/wp\/v2\/tags?post=2066622"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}The Illusion of Licenses<\/h2>\n\n
The Trap Facing Hundreds of Pilots<\/h2>\n\n
The real competitive advantage lies in people<\/h2>\n\n
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The Most Underestimated Variable: The Leader<\/h2>\n\n
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The Resurgence of the Cultural Issue<\/h2>\n\n
Details<\/h2>\n\n
The Next Divide<\/h2>\n\n
![\"\"](\"https:\/\/www.luxsure.fr\/wp-content\/uploads\/2026\/06\/ChatGPT-Image-Jun-22-2026-01_27_20-PM-1024x683.png\" "\\"\\"")
<\/figure>\n","protected":false},"excerpt":{"rendered":"