Julien L.

ENAC is undertaking an AI acclimation and use case identification initiative for its support functions, as part of its internal transformation strategy.

Design and lead a full-day AI workshop for support functions: morning acclimation, afternoon hands-on practice with concrete use case development.

• Morning — AI Acclimation: overview of generative AI, organizational adoption challenges, tool demonstrations

• Afternoon — Hands-on Workshop: tool familiarization, development of AI use cases in real conditions on support function processes

• Production of workshop summary and formalization of selected use cases

• Recommendation of tools suited to the context and identified uses

• Development of an AI roadmap for support functions

The continuous rise in incivilities and aggressions in bank branches creates a security issue for customer-facing employees. On the IT side, the landscape is fragmented: heterogeneous solutions across entities, no unified group approach. A national platform project had been initiated previously and required relaunch.

Take over, scope, and end-to-end manage the design, development, and delivery of a national solution, aligning the internal ecosystem and partner remote surveillance providers.

• Project relaunch and scoping

• Management of a multi-stakeholder ecosystem: internal product team, pilot entities, external remote surveillance providers, transverse departments

• Technical scoping of interfaces with third-party remote surveillance systems

• Facilitation of steering committees: business workshops, technical committees, project governance

• Management of functional acceptance testing and multi-entity validation

• Change management: communication, training, coordination of referents

Solution designed, developed, and delivered, ready for national deployment. Successful alignment between pilot entities and competing providers on a common system. Delivery in 14 months.

As part of its CSR commitments, the Group launched the development of an internal tool to measure and manage employees' digital footprint: collection of office usage metrics, conversion into CO₂ equivalent, improvement recommendations. Triple use: informative for employees, management for leaders, campaign promotion for CSR teams. An MVP was already in place — the challenge: industrialize it for all Group entities.

Take over at the MVP stage and manage the solution's expansion to the Group level, in coordination with CSR teams, group infrastructure, and operational entities.

• Tripartite scoping of the industrialization phase with infrastructure, Product Division, and User Division

• Pilot deployment to validate IT integration and user adoption

• Progressive expansion to all Group entities

• Coordination of GDPR issues with DPO teams on the collection and processing of office usage data

• Facilitation of an ambassador network linking local project referents and CSR teams

• Change management: communication plan, training materials, community animation

• Transfer of the industrialized solution to internal teams for operation

Solution deployed Group-wide, within the initial deadlines. MVP became an operational tool for CSR campaigns. Technical feasibility and IT integration validated without major incidents.