Consciously-Led AI :
Governing differently,
with humanity
and data intelligence

We help CEOs, Boards and CDOs to make the right AI choices unleashing people renewal and business renewal

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Why Datae Humanum

AI is at a tipping point:

It is more than just a technological issue. It is a strategic and human issue:

  • 47 % of people fear its impact.
  • Only 11 % of AI use cases generate real value, 5% of genAI do. Large scale adoption remains limited: many executives under pressure of investment in AI are ending up disappointed with its ROI.
  • Meanwhile other executives still hesitant to invest in AI, namely to fit human values and culture, risk losing their competitive edge.

At Datae Humanum, we believe that it is up to CEOs, C-suite executives, executive committees, and boards of directors to govern and pilot their company’s future with AI with consciousness and a sense of the human factor : make the “right AI choices”, to « see, be and own » their future growth :

  • truly reassure teams and empower them with AI, not against.

  • ensure AI isn’t a gadget, serves strategy and can sustainably renew growth and profitability, at scale.

Our focus:

what often blocks AI effectiveness :
People and Data:

People

PROBLEM : training in AI is no longer enough.
SOLUTION : we co-build the AI use cases fitting needs and concrete ways to work better with AI, based on psychology and behavioral science, on an uplifting and ethics-based approach to adoption. We help on new management practices. We help alignment.

Data

PROBLEM : data is often underestimated, unqualified, biased, and penalizing the value of AI.
SOLUTION : we challenge your data strategy and help create value with it because the secret to valuable AI lies in intelligent, qualified and ethical data.

Datae Humanum. Consciously-led AI, with humanity and data intelligence.

— ABOUT US —

Our DNA

As former CEOs, executives and entrepreneurs with a proven track record of 20 years-growth through AI, we know the pitfalls of business transformation. We are experienced and expert Senior Advisors who work as peers with you and your teams—with humility, clarity, confidence, and conviction. No over-promise. No intimidation. We inspire and empower action.

5 principles and valeurs :

Experience combined with theory: living, structured know-how
A blend of people psychology and technology advancements
A concrete strategy that integrates human complexity and culture
Boldness and discretion for the sake of efficiency
Inspiring and engaging, without prejudging truths
Read more
— OFFER : « MY-AI-ACT® » —

Parcours sur mesure de l'IA en conscience
pour grands groupes et PME-ETI

Méthodologies propriétaires

See with clarity

  • Data-AI maturity assessment (bottom up)
  • Inspire/presentations to the board and ExCo
  • Co-create AI opportunities elevating people, culture, and business value

The right AI bets in org

  • Co-create product portfolios, value propositions, and business models fueled by data-AI
  • Help transition from POC to successful AI project governance (internal, external)
  • My-CDO-Fit ® : support recruitment, integration, seamless impact and resonance of the CDO/CTO/CAIO

Adopt AI, respectfully & efficiently

  • My-AI-Job: help people understand AI by alleviating fears and elevating people and culture. Co-create the job of tomorrow with AI
  • Support the smooth, confident transformation of divisions redesigned by AI (e.g., marketing)
  • Help formalize the firm’s reputation of “human AI” that respects people and the planet (white papers, etc.)
Read more
— CASE STORIES —

SME case stories

Story of an international consulting SME disappointed about inefficient deployment and ROI of several genAI projects after one year, still at a POC level. We reconfigured an AI automation project aimed at validating audit contents with a very structured and inclusive approach. Algorithm was re-run based on what we identified as the three blockers:
clearer business objectives, consistent data foundation and fair conscious choices between the level of accuracy/hallucination and the level of human interaction desired. Greater value was perceived by teams, especially for complex cases, adoption increased and automation volumes trippled, allowing for productivity and happy employees.
More precisely, we tackled each and every bottleneck through collaborative sessions gathering the CDO, CTO, CIO, business, with CEO commitment:
  • The data was poor quality and inconsistent, starting from a manual process turning out to be heterogeneous and not really documented,
  • Therefore the first genAI model was developed using too many prompts to compensate for this lack of consistency,
  • Hence hidden costs,
  • Project management was delegated to tech teams without any real involvement from the business, just waiting for the delivery, and without monitoring tool,
  • Therefore business and management objectives were not specific enough, no real decision was done on the accepted accuracy rates of the model,
  • Several blind spots were emerging from the silos,
  • Interfaces were not designed for ease of use by all, future AI user teams were only involved at the end of development, stepping back and criticizing the model quality versus their own manual quality, leading to fears and reluctancy to collaborate.
— CASE STORIES —

SME case stories

The story of an SME in the retail sector that had no data-AI culture apart from the implementation of a Copilot in the company and which, with Datae Humanum, is now deploying three unexpected monetization strategies with a view to selling the company in five years’ time.
We supported the CEO and his executive committee in a data and AI monetization plan with an engaging approach for the teams, in consultation with the employees.
Specifically, we:
  • reviewed the data and helped build a “proprietary knowledge base”,
  • enabled useful and confidential prompts, with robust AI choices to improve operational processes,
  • renewed the product offering with AI services,
  • we helped launch a new business model stream with new « blockbuster » product, platform-based thanks to partnering, and generating massive fresh data that will self-feed additional revenues,
  • renewed the commercial culture and the company’s vision as experienced by the teams.
— CASE STORIES —

SME case stories

This is the story of a growing media scale-up seeking additional sources of profit with data and AI to more quickly balance its P&L and cash flow, with a focus on adoption by teams.
We supported the CEO and his strategic investor committee in shaping a plan to draw new value streams from massive data they owned :
  • Identified in a bottom up way a “big bet data/AI” ecosystem leveraging a white space in media and advertising data.
  • My-AI-Business was deployed by prioritizing big bets creating value and “desirable” adoption by the teams.
  • Renewed the corporate culture from a SaaS model (PLG) to a Customer Relationship model (CLG) accelerated by AI offerings.
— CASE STORIES —

Large Groups Case Stories

Story of a mobility group that promotes “People, Planet, Profit,“ develops generative and non-generative AI internally, and builds a CARE program allowing a proprietary approach to ”human AI” transformation, whereby employees are respected and confident, and adoption scales.
Our My-AI-Adoption methodology was adapted to the company’s existing transformation process and made it possible to change behavior in a culturally relevant way, and scale AI.
What we did ?
  • identify the desirable and undesirable properties of AI based on the anthropological aspects of working with AI,
  • reintroduce them into the iterative AI development process,
  • reassure vulnerable employees and help them see AI as a real source of improvement in their work,
  • build a community of “intelligent” users who communicate internally and externally in this regard,
  • and formalize new appropriate managerial behaviors as well as frame the job of tomorrow with AI.
— CASE STORIES —

Large Groups Case Stories

This is the story of a group in the electrical industry whose Supervisory Board and CEO requested an outside-in perspective on their Data-AI programs, which they considered “slow” and “inefficient.” They were concerned about skills issues within their teams, thought they had to replace their CTO, but also focused on their people-centric and friendly culture and DNA. The blockers were not about skills but silos in AI project management imposing horizontality and lack of clear overall purpose perceived.
My-AI-Eye identified that the obstacles to AI were human, but without any real skills issues. The aim was to involve and inspire teams upstream of technological developments to get them to collaborate and redefine together the resulting multifaceted Data-AI-human plan, which was a turning point in the group’s strategic trajectory and efficiency:
  • the transformation lacked clarity and meaning for employees, which was a big surprise to the CEO who felt confident about his communication on the vision,
  • the silos between Tech/Business/Operations were deeply entrenched, with Tech being positioned as an isolated internal supplier,
  • AI developments on their own without collaborating with Tech,
  • project management was tedious, cascading, hierarchical, anti-agile,
  • eventually people involved were not far from burn out since they compensated systems issues for too long, weren’t heard while getting pressure to accelerate change.
— CASE STORIES —

Large Groups Case Stories

The story of a large food retailer successfully leveraging several AI projects driven by the group CDO. CDO aims to scale the AI projects with stronger collaboration on business deployment and with a shift from a project-based initiative to an AI-led sustainable growth strategy, hand in hand with the Executive Committee.
Specifically ? We are setting up a Digital-Data-AI Advisory Board that meets every 6 weeks to support the group CDO in the strategic impact of his initiatives, which will result in major organizational and cultural changes within the group, aimed at accelerating sustainable growth and profit:
  • Trusted change management for “AI big bets”, mobilizing business people and stakeholders in Finance, Marketing, and Sustainability.
  • A 360-degree operational model to help align Tech/ AI and Business, integrating some recommendations of major consulting firms hired.
  • Formalization of a Data-AI strategy to support the group’s business innovation in sustainability.
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