{"id":87422,"date":"2025-10-28T21:59:27","date_gmt":"2025-10-28T21:59:27","guid":{"rendered":"https:\/\/degreed.com\/experience\/?p=87422"},"modified":"2025-11-11T14:51:27","modified_gmt":"2025-11-11T14:51:27","slug":"align-chros-clos-cios-to-grow-ai-adoption","status":"publish","type":"post","link":"https:\/\/degreed.com\/experience\/fr\/blog\/align-chros-clos-cios-to-grow-ai-adoption\/","title":{"rendered":"Mobilisez les dirigeants de votre entreprise pour favoriser l\u2019adoption de l\u2019IA"},"content":{"rendered":"\n

La lassitude li\u00e9e \u00e0 l\u2019IA est bien r\u00e9elle, et elle menace d\u00e9j\u00e0 les performances des entreprises.<\/p>\n\n\n\n

Des d\u00e9ploiements successifs de nouveaux outils, sans p\u00e9riode d\u2019adaptation suffisante, entra\u00eenent une lassitude face au changement, une adoption partielle et un d\u00e9sengagement. Quand les collaborateurs se sentent d\u00e9pass\u00e9s ou peu soutenus, la productivit\u00e9 chute et les performances s\u2019en ressentent.<\/p>\n\n\n\n

Pourtant, votre entreprise a besoin d\u2019une adoption \u00e0 grande \u00e9chelle pour rester comp\u00e9titive, mesurer son ROI et continuer \u00e0 cro\u00eetre.<\/p>\n\n\n\n

En tant que leader, vous pouvez faciliter cette transition.<\/p>\n\n\n\n

Dans ces moments de rupture, la force collective et la confiance des \u00e9quipes font toute la diff\u00e9rence. Lorsque les DRH et les DSI coordonnent leurs efforts en mati\u00e8re de d\u00e9veloppement des comp\u00e9tences en\u00a0IA, de collaboration transversale et de gouvernance \u00e9thique, les entreprises ont trois fois plus de chances de bien pr\u00e9parer leurs talents \u00e0 la GenAI<\/strong><\/a>.\u00a0<\/p>\n\n\n\n

Pour y parvenir, l\u2019\u00e9quipe de direction doit parler d\u2019une seule voix et offrir aux collaborateurs la vision et l\u2019accompagnement n\u00e9cessaire pour progresser. <\/p>\n\n\n\n

L\u2019IA : un d\u00e9fi collectif pour les RH, la formation et la DSI<\/h3>\n\n\n\n

Lorsque l’on saisit la cl\u00e9 de cette transition, \u00e0 savoir former<\/strong> des personnes<\/strong> \u00e0 une nouvelle technologie<\/strong>, il devient \u00e9vident que les responsables des ressources humaines, de la formation, des talents et des syst\u00e8mes d\u2019information ont tous un r\u00f4le crucial \u00e0 jouer. <\/p>\n\n\n\n

Et il devient alors \u00e9vident que, pour aider les \u00e9quipes \u00e0 tirer pleinement parti de l\u2019IA, une d\u00e9marche concert\u00e9e est essentielle.<\/p>\n\n\n\n

L\u2019art de rassembler autour de l\u2019IA<\/h3>\n\n\n\n

Les collaborateurs ne sont pas hostiles \u00e0 l\u2019IA, mais au flou qui l\u2019accompagne. <\/p>\n\n\n\n

Ils sont fatigu\u00e9s des priorit\u00e9s contradictoires, des outils qui changent sans cesse et des r\u00e9ponses qui n\u2019arrivent jamais. Pour favoriser une adoption durable, alignez RH, L&D et IT autour d\u2019un objectif commun : apporter de la clart\u00e9 et une direction coh\u00e9rente, au service des objectifs de l\u2019entreprise. Lorsque chacun comprend le \u00ab pourquoi \u00bb et le \u00ab comment \u00bb, l\u2019adoption cesse d\u2019\u00eatre une contrainte pour devenir un vrai moteur d\u2019\u00e9volution.<\/p>\n\n\n\n

Une fois que tous les dirigeants sont mobilis\u00e9s, voici les chantiers \u00e0 mener ensemble :<\/p>\n\n\n\n

    \n
  1. D\u00e9finir une charte claire d\u2019utilisation de l\u2019IA.<\/li>\n<\/ol>\n\n\n\n

    Les collaborateurs doivent savoir ce qui est autoris\u00e9 avec l\u2019IA, et ce qui ne l\u2019est pas. Personne ne souhaite mettre l\u2019entreprise en danger, mais sans strat\u00e9gie claire ni cadre d\u00e9fini, chacun improvise. Qu\u2019il s\u2019agisse des plateformes utilis\u00e9es, de la mani\u00e8re de s’en servir ou des usages autoris\u00e9s, vos \u00e9quipes ont besoin de rep\u00e8res solides. <\/p>\n\n\n\n

    Voici quelques questions pour orienter votre r\u00e9flexion :<\/p>\n\n\n\n

      \n
    • Qu\u2019est-ce qu’une utilisation s\u00fbre de l\u2019IA pour vous ? <\/li>\n\n\n\n
    • Que signifie l\u2019utiliser de mani\u00e8re responsable dans votre entreprise ? <\/li>\n\n\n\n
    • Votre entreprise est-elle soumise \u00e0 des r\u00e9glementations sp\u00e9cifiques ? (par exemple, la Loi europ\u00e9enne sur l’intelligence artificielle)<\/li>\n\n\n\n
    • Quelles plateformes sont autoris\u00e9es ? Lesquelles sont interdites ? Pourquoi ?<\/li>\n\n\n\n
    • Quelles t\u00e2ches peuvent \u00eatre confi\u00e9es \u00e0 l\u2019IA et lesquelles doivent rester humaines ? (Une phase de test peut \u00eatre utile \u00e0 ce stade.)<\/li>\n\n\n\n
    • Qu\u2019attend-on des collaborateurs dans l\u2019usage de l\u2019IA ?
      <\/li>\n<\/ul>\n\n\n\n
        \n
      1. \u00c9laborer un plan d\u2019action.<\/li>\n<\/ol>\n\n\n\n

        Au c\u0153ur de cette transformation sans pr\u00e9c\u00e9dent, les dirigeants doivent d\u00e9finir clairement le r\u00f4le de chaque service dans l\u2019adoption de l\u2019IA. Certaines parties du processus gagneront \u00e0 \u00eatre pilot\u00e9es par des \u00e9quipes sp\u00e9cifiques, d\u2019autres \u00e0 \u00eatre men\u00e9es de fa\u00e7on transversale. La r\u00e9ussite passe par la clart\u00e9.<\/p>\n\n\n\n

        Voici quelques questions \u00e0 vous poser pour structurer votre plan :<\/p>\n\n\n\n

          \n
        • Qui sera responsable de la gouvernance des outils d\u2019IA ?<\/li>\n\n\n\n
        • Qui diffusera les informations et bonnes pratiques aupr\u00e8s des \u00e9quipes ?<\/li>\n\n\n\n
        • Qui concevra les programmes de formation et de mont\u00e9e en comp\u00e9tences avec l’IA ?<\/li>\n\n\n\n
        • Comment les collaborateurs seront-ils form\u00e9s aux bons usages ?<\/li>\n\n\n\n
        • Comment allez-vous collaborer au quotidien, chaque semaine ou chaque mois, pour rester en phase ?<\/li>\n<\/ul>\n\n\n\n

          La coh\u00e9rence, moteur d\u2019adoption de l\u2019IA<\/h3>\n\n\n\n

          Pourquoi les entreprises o\u00f9 les dirigeants sont align\u00e9s r\u00e9ussissent-elles mieux \u00e0 pr\u00e9parer leurs \u00e9quipes \u00e0 l\u2019IA ? Parce que leur personnel peuvent s’appuyer sur deux ressources pour apprendre \u00e0 ma\u00eetriser l\u2019IA g\u00e9n\u00e9rative : l\u2019accompagnement et l\u2019infrastructure.<\/p>\n\n\n\n

          \"\"<\/figure>\n\n\n\n

          Une fois cette coh\u00e9rence \u00e9tablie, vous pouvez aider vos \u00e9quipes \u00e0 s\u2019approprier l\u2019IA en toute confiance, gr\u00e2ce \u00e0 des exp\u00e9riences de formation pratiques qui m\u00ealent mises en situation et autoformation.<\/p>\n\n\n\n

          Dans le cadre de leur parcours, les collaborateurs peuvent aussi tester l\u2019IA dans la limite des r\u00e8gles \u00e9tablies. La formation exp\u00e9rientielle reste l\u2019un des moyens les plus efficaces pour d\u00e9velopper des comp\u00e9tences. Au fil des essais et des erreurs, chacun \u00e9value l’apport r\u00e9el des outils d\u2019IA pour diff\u00e9rents besoins dans l\u2019entreprise.<\/p>\n\n\n\n

          Ma\u00eetriser les usages, c\u2019est la meilleure arme contre la lassitude li\u00e9e \u00e0 l\u2019IA. Compar\u00e9s aux autres, les utilisateurs de GenAI qui se consid\u00e8rent les plus \u00e0 l’aise<\/em> sont :<\/p>\n\n\n\n

            \n
          • Pr\u00e8s de deux fois plus enclins \u00e0 utiliser la GenAI au quotidien<\/li>\n\n\n\n
          • Quatre fois plus enclins \u00e0 l\u2019appliquer \u00e0 des probl\u00e8mes concrets<\/li>\n\n\n\n
          • 32 % plus enclins \u00e0 se former au travail<\/li>\n\n\n\n
          • 38 % plus enclins \u00e0 b\u00e9n\u00e9ficier de l\u2019aide de coll\u00e8gues et mentors<\/li>\n\n\n\n
          • 77 fois plus enclins \u00e0 utiliser et ma\u00eetriser la GenAI<\/li>\n<\/ul>\n\n\n\n
            \"\"<\/figure>\n\n\n\n

            Lorqu’ils savent comment s’y prendre, vos collaborateurs ne perdent plus de temps \u00e0 tout d\u00e9coder : ils ont d\u00e9sormais les rep\u00e8res, les limites et les ressources dont ils ont besoin. Ils abordent l\u2019IA avec un regard neuf, pr\u00eats \u00e0 tester, apprendre et \u00e9voluer avec une \u00e9nergie renouvel\u00e9e.<\/p>\n\n\n\n

            <\/p>\n","protected":false},"excerpt":{"rendered":"

            La lassitude li\u00e9e \u00e0 l\u2019IA est bien r\u00e9elle, et elle menace d\u00e9j\u00e0 les performances des entreprises. Des d\u00e9ploiements successifs de nouveaux outils, sans p\u00e9riode d\u2019adaptation suffisante, entra\u00eenent une lassitude face au changement, une adoption partielle et un d\u00e9sengagement. Quand les collaborateurs se sentent d\u00e9pass\u00e9s ou peu soutenus, la productivit\u00e9 chute et les performances s\u2019en ressentent. […]<\/p>\n","protected":false},"author":120,"featured_media":87287,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[641,669],"tags":[726,808,856,643,864],"post_folder":[],"class_list":["post-87422","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ai-innovation-in-learning","category-workforce-business-impact","tag-agilite-de-lentreprise","tag-comment-se-forment-les-collaborateurs","tag-formation-au-leadership","tag-artificial-intelligence","tag-performances-de-lentreprise"],"acf":[],"yoast_head":"\nMobilisez les dirigeants de votre entreprise pour favoriser l\u2019adoption de l\u2019IA - Degreed<\/title>\n<meta name=\"description\" content=\"F\u00e9d\u00e9rez les responsables RH, formation et IT pour acc\u00e9l\u00e9rer l\u2019adoption de l\u2019IA et accompagner vos \u00e9quipes.\" \/>\n<meta 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