On March 19, Mines Paris PSL hosted a major event organized by the Bauhaus des transitions, titled “Managing Generative AI Effectively.” The event brought together some 50 participants—researchers, industry representatives, public officials, and students—to discuss the profound transformations that generative artificial intelligence (gAI) is bringing about in organizations and management practices.
The Bauhaus for Transitions is a teaching and research chair within the Centre de Gestion Scientifique at Mines Paris – PSL, dedicated to managing the unknown, and organized this event to explore how IAg is redefining forms of collective action and governance frameworks. The goal was to understand how this technology, far beyond being a mere tool, is transforming work practices and organizational structures.
In his opening remarks, Antoine Bordas traced the rapid evolution of generative AI, from its experimental beginnings to its integration into businesses. This technology does not reduce the workload; rather, it transforms and intensifies it, requiring new skills and a reorganization of team practices. Between 2023 and 2024, AI gave rise to significant tensions: between fascination and concern, promises of productivity and risks of disruption, regulatory challenges, and geopolitical rivalries. By 2025–2026, its integration becomes a reality, raising the question of how it fits into organizational governance and strategy.
A panel discussion then brought together Sébastien M. (Dassault Systèmes), Nicolas M. (Ministry of the Armed Forces), and Sarah B. (LNE). All highlighted the challenges associated with adopting IAg: process streamlining, human coordination, business transformation, and the need for continuous learning in a constantly evolving environment. Nicolas M. emphasized the shift from expert use to mainstream use, while Sébastien M. discussed the race among companies to integrate these still-unstable tools. Sarah B. highlighted the complexity of evaluating them and adapting them to different cultural environments.
This event is not a conclusion, but rather a milestone. After 18 months of workshops with a variety of industry partners, the Bauhaus continues its work to understand: how can we manage the integration of AI? How can we establish governance frameworks in an environment that is changing faster than the frameworks designed to address it? How can we establish governance frameworks in an environment that is changing faster than the frameworks designed to address it? The Bauhaus Chair on Transitions has thus established itself as a key player in researching and proposing management models tailored to IAgs, with the goal of generating knowledge that is both rigorous and actionable.