Over 80% of organizations that have invested in generative AI are not yet seeing measurable impact on their operational results. The cause is rarely technological. It comes down primarily to adoption, governance, and the ability of organizations to drive genuine cultural change in their practices.
On June 4, 2026, in Lyon, Blanchon and LPG Systems shared their experience on these challenges at the Workplace Intelligence Days. Two concrete journeys, with lessons directly applicable to any organization engaged in AI.
Witivio, platinum partner of this event, was on stage with them.
Workplace Intelligence Days: a new strategic event on AI innovation in the enterprise
The Workplace Intelligence Days, organized by Argovia, brings together decision-makers committed to concrete AI transformations: CEOs, CIOs, CHROs, COOs and Digital Workplace leaders. A clear stance: field experience, not product demonstrations.
The Witivio session was part of that same logic, giving the floor to two organizations that have already deployed AI agents in production.
The conviction Witivio carried throughout the day: AI must adapt to organizations, not the other way around.
Discover the Workplace Intelligence Days →
Witivio on stage: why we were there and what was said
Most CIOs and CHROs engaging an AI project have the same question: have comparable organizations already done this, and what have they actually gotten out of it? That is the question Witivio, with 9 years of experience building AI agents and over 20 applications and agents deployed on M365 Copilot, answered.
The format was a roundtable, moderated by Raphaël Frontera, bringing together Philippe Angotta (LPG Systems), Olivier Quenardel (Blanchon) and Tanguy de Chanterac (Witivio). A session in which both clients also provided a full field account of their deployment: the initial challenges that led them to work with Witivio, how the project unfolded, the uses that developed within teams, and what they concretely take away today. The conversation then opened onto topics every decision-maker will recognize: how to build AI governance that does not slow adoption, how to align the executive committee and frontline teams, and what these projects say about the future of agentic AI in organizations.
What the session demonstrated above all: enterprise AI adoption is first and foremost a question of culture, not tools. The real challenge was not technical. It was accompanying teams so that AI agents become a reflex, not an obligation.
Blanchon: from a first AI project to concrete results in a matter of months
Blanchon, a French leader in wood finishing since 1832, is a company with a strong innovation culture (6% of revenue invested in R&D each year, 5 internal laboratories). It found itself in a situation many CIOs recognize: AI uses emerging within teams, uneven maturity across departments, and the need to align strategic vision with operational reality.
Olivier Quenardel, CDIO at Blanchon, walked through the full journey. The initial need was not “do AI”: it was improving the quality and speed of technical responses provided to clients, building on the tools teams were already using. That is why the choice landed on AI Desk Pro: an agent built to integrate into Microsoft Teams without imposing new habits, with business logic embedded from the start. For Blanchon, embarking on its very first AI project, the speed of deployment was a strong signal. Within just a few months, from needs analysis to go-live, and thanks to Witivio’s support.
The Blanchon project holds a particular value for us: it was the very first AI Desk Pro deployment. On a first case like this one, measuring ROI down to the cent remains difficult, and Blanchon does not share precise figures. But Olivier’s feedback leaves no ambiguity about the nature of the gain: a significant reduction in their order processing times. And where many AI projects stretch over more than a year, the agent went into production within a few months, thanks to the Witivio support that framed governance, business logic, and team adoption from the very start.
Tanguy de Chanterac provided the technical perspective: how the agent was structured to integrate into the existing Microsoft 365 environment, what business logic was embedded, and why governance set at the project’s conception was the factor that enabled lasting adoption.
LPG Systems: governance as a starting point
LPG Systems, world leader in cellular stimulation technologies with over 450 employees across more than 100 countries, shared a conviction that any CIO who has been through a first AI deployment will recognize.
For Philippe Angotta, the lesson is clear: Technology is not enough on its own. Without team buy-in and a genuine evolution of practices, even the best AI remains a costly and useless gadget. Our projects at LPG Systems have demonstrated this: it is the leadership and governance of the executive committee that created the trust framework for everyone to adopt AI in their daily work. Ultimately, this cultural shift has made AI a genuine lever for transforming our business and decision-making, not just an IT tool. A new AI orchestration function for CIOs has emerged.
On security, compliance and data scope, LPG Systems took a position from the outset, before deployment. For Philippe Angotta, staying ahead on the regulatory front is a guarantee of reliability and sustainability. LPG Systems draws on the rigor inherited from bringing medical devices to market to deploy AI in a responsible, secure and compliant framework. The long-term objective: make AI a dual lever of internal productivity and product differentiation, strengthening margins and the appeal of its offering.
That is also one of the reasons LPG Systems chose Witivio: an approach that integrates governance from conception, builds on existing processes and constructs around the real constraints of teams. That rigor produces the opposite of what one might fear: it builds team confidence, reduces internal resistance and accelerates real adoption once the tool is live.
On what distinguishes a transformative AI project from just another tool, Philippe Angotta is direct:
"In my experience, the real difference lies in integrating AI into the organization's vision, uses and culture. A transformative AI project catalyzes deep human and managerial change by mobilizing teams and evolving culture. An opportunistic, purely technological project, by contrast, remains a superficial tool with no lasting impact."
With the European AI Act now in force and the proliferation of internal AI charters across organizations, governance is no longer optional. Companies that integrate it from the design phase gain a concrete head start on real adoption.
Key takeaways
Blanchon and LPG Systems were not technology pioneers. They are organizations that made simple, well-sequenced choices: start from a real problem, bring teams along from day one, and set governance before deploying.
AI projects that struggle to create value generally do not have a tool problem. They have a team and management alignment problem.
Organizations that frame uses, data and responsibilities from the start create a trust environment that makes adoption easier.
The AI agents that generate impact are those that integrate into existing processes and speak the language of the teams.
3 questions to ask before your next AI agent project
If you have an AI adoption project underway or in planning, the accounts shared at WID point to three questions to prioritize.
Is resistance to change being addressed before deployment? An AI agent can be technically well-designed and still not be used. Middle management buy-in, established work habits, and teams understanding the “why” drive adoption far more than the quality of the tool.
Is your governance framework defined from the start? Data scope, AI Act compliance, accountability in case of errors: these elements addressed upfront create the trust that allows you to move faster afterward.
Was the agent built around your processes, or does it impose its own? Projects that succeed are those where business teams were involved early and where the agent integrates into the existing environment. An agent that adapts to how people work, not the other way around.
"The main challenge is not introducing a new tool, or even a new way of working. It is driving a cultural shift in practices, reflexes, and the way teams work together."
Enterprise AI is happening now
The accounts from Blanchon and LPG Systems confirm a clear shift: enterprise AI is no longer a subject of experimentation, but of operational transformation.
Organizations that structure their approach today (governance, adoption, business integration) are building an advantage that will be hard to close.
Opportunistic or purely technological approaches, by contrast, consistently struggle to produce lasting results.
Witivio works with organizations that want to structure AI adoption in Microsoft 365, with agents built around business use cases and the real constraints of their teams.