Thomas Cole, River in the Catskills, 1843

Thomas Cole, River in the Catskills, 1843

What AI deployment produces in real work

Observe quality, verification workload, jobs, skills and collective work once the system meets everyday organisational reality.

In 30 seconds

Essential points

  • A successful demonstration does not guarantee integration into work or a durable benefit.
  • Time saved may be replaced by checking, correction, escalation and a concentration of complex cases.
  • Post-deployment monitoring must allow the organisation to redesign the system or reverse course.
Beyond the demonstration

Four lessons from real-world deployment

The value of a system becomes visible in workflows, trade-offs, rework, skills and effects observed over time.

Technical performance is not enough

A system may pass a test while failing to fit everyday procedures, data quality and operational constraints.

Efficiency may move the workload

Faster production may generate additional checking, correction and a concentration of the most complex situations.

Jobs and responsibilities change

Some tasks shrink, others appear, and verification or error management becomes a new responsibility.

Reversal must remain possible

The organisation should be able to restore human intervention or suspend the system if quality or working conditions deteriorate.

Documented trajectories

Cases that must be read in context

These examples illustrate possible mechanisms. They are not general proof that artificial intelligence succeeds or fails in every organisation.

Onclusive: automation, employment and worker consultation

In 2023, a proposed restructuring concerned 217 of 383 positions in a context of increased automation. The first procedure was later withdrawn following observations from the French administration.

Occupational-health perspective: employment, work organisation, skills and working conditions must be assessed without reducing the analysis to the single label “AI”.

Source: written question no. 12062, French National Assembly.
Klarna: automated volume and the return of human service

The company presented its conversational assistant as handling a workload equivalent to approximately 700 full-time agents. It later reinforced human involvement to improve service quality.

Occupational-health perspective: volume alone is insufficient. Quality, escalation, residual workload and skill development must also be monitored.

Sources: Klarna public communication in 2024 and subsequent public changes to its service model.
MIT NANDA: the gap between pilots and measurable outcomes

A preliminary 2025 report described a substantial gap between experimentation with generative AI systems and measurable financial impact among the initiatives studied.

Occupational-health perspective: workflow integration, data quality and correction loops may matter more than isolated model performance. The verification burden must be measured.

Source: MIT NANDA, The GenAI Divide: State of AI in Business 2025.
Post-deployment monitoring

What should be observed over time

Technical indicators should be complemented by measures of activity, occupational health and work organisation.

View sources for the documented cases
  1. MIT NANDA. The GenAI Divide: State of AI in Business 2025. Preliminary findings that should not be generalised to all organisations.
  2. Onclusive / Reputational Intelligence France — written question no. 12062, French National Assembly.
  3. Klarna — 2024 public communication on the volume handled by its conversational assistant.

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