{"id":4651,"date":"2026-09-16T04:33:56","date_gmt":"2026-09-16T04:33:56","guid":{"rendered":"https:\/\/www.vaultinsider.top\/?p=4651"},"modified":"2026-09-16T04:33:56","modified_gmt":"2026-09-16T04:33:56","slug":"the-ceo-of-capgemini-has-a-warning-you-might-be-thinking-about-ai-all-wrong","status":"publish","type":"post","link":"https:\/\/www.vaultinsider.top\/?p=4651","title":{"rendered":"The CEO of Capgemini has a warning: You might be thinking about AI all wrong\u00a0"},"content":{"rendered":"

<\/p>\n

FOMO\u2014the\u00a0fear of missing out\u2014used to be a shorthand\u00a0favorite of young people worried about not being at the right party on a Saturday night.\u00a0Now, chief executives are increasingly\u00a0having\u00a0FOMO over applied AI. The financial bets are large enough\u00a0for boards to wince at\u00a0capital expenditure implications. The outcomes\u00a0are\u00a0shrouded in mystery, a particular irritant for\u00a0leadership\u00a0teams obsessed with data\u00a0and clarity.\u00a0\u00a0<\/p>\n

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Step forward, Aiman Ezzat, the chief executive of technology and consultancy business Capgemini.\u00a0The French\u00a0Fortune 500 Europe\u00a0giant has been in the news after it agreed to sell its U.S. subsidiary, Capgemini Government Solutions,\u00a0which had been providing tracing and removal data for Immigration and Customs Enforcement\u00a0(ICE)\u00a0in America. In line with the\u00a0great\u00a0tech selloff over AI spending fears,\u00a0Capgemini\u2019s\u00a0share price has been laboring.\u00a0<\/p>\n

I spoke with\u00a0Ezzat before the controversy over ICE blew up (Ezzat explained on LinkedIn that the\u00a0American\u00a0business acted autonomously\u00a0to protect U.S. classified information). He\u00a0told me\u00a0that business leaders were\u00a0treading a fine line\u00a0with\u00a0AI;\u00a0there is a sweet spot somewhere between too far, too fast, and stuck on the starting blocks.\u00a0<\/p>\n

\u201cYou don\u2019t want to be too ahead of the learning curve,\u201d he said. \u201cIf\u00a0[you are] you\u2019re investing and building capabilities that nobody wants.\u201d\u00a0<\/p>\n

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\u201cBasically,\u00a0the\u00a0need\u00a0to integrate AI with humans. How do you get humans to trust the agent?\u00a0The agent can trust the human, but the human\u00a0doesn\u2019t\u00a0really trust the agent.\u201d\u00a0<\/p>\n

Aiman Ezzat<\/cite><\/p><\/blockquote>\n<\/figure>\n<\/blockquote>\n

AI is not a big-bang\u00a0moment;\u00a0changes will happen in increments.\u00a0Most leaders can remember the hype around the metaverse\u2014a virtual reality\u00a0world\u00a0where we could trade\u00a0and do business\u00a0via\u00a0our dancing avatars (Capgemini\u00a0itself\u00a0experimented with a\u00a0metaverse\u00a0lab).\u00a0Mark Zuckerberg was so keen on the idea that he renamed his company after it. Like air fryers, its time may now have passed.\u00a0<\/p>\n

Agility is the\u00a0new approach:\u00a0small tests\u00a0and pilots\u00a0before you scale. Capgemini now has labs for 6G mobile technology, quantum\u00a0computing,\u00a0and robotics.\u00a0No one knows which parts of these technologies may be\u00a0the metaverses of the future.\u00a0<\/p>\n

\u201cIs everything ready to mature? No,\u201d\u00a0says\u00a0Ezzat. \u201cBut we want to be there to be able to see when things start to mature, when we can really start scaling up, not waiting to see, \u2018Okay, oh, now it\u2019s moving.\u2019\u00a0<\/p>\n

\u201cWe\u00a0have to\u00a0do something, right? So,\u00a0you\u00a0have to\u00a0be investing\u2014but not too much\u2014to be able to be aware of the technology, following\u00a0at\u00a0the speed to make sure that we are ready to scale\u00a0when the\u00a0adoption starts\u00a0to accelerate.\u201d\u00a0<\/p>\n

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172<\/p>\n

Capgemini\u2019s rank on the Fortune 500 Europe<\/strong><\/cite><\/p><\/blockquote>\n<\/figure>\n

As I have written before,\u00a0many large firms are\u00a0viewing\u00a0AI\u00a0primarily\u00a0as a way to\u00a0make separate business divisions more efficient.\u00a0That\u2019s\u00a0a start, but it is not a\u00a0\u201cwhole enterprise\u201d\u00a0approach\u00a0that\u00a0brings together\u00a0data\u00a0and operations\u00a0from, say,\u00a0finance and human resources\u00a0or\u00a0procurement and supply\u00a0chains, and\u00a0then\u00a0connects them\u00a0in innovative ways.\u00a0<\/p>\n

\u201cAI is a business. It is not a technology,\u201d Ezzat says, warning that\u00a0leaders\u00a0often fall into seeing\u00a0AI\u00a0as a \u201cblack box\u00a0that\u2019s being\u00a0managed separately.\u00a0There\u00a0are\u00a0technologies behind\u00a0it,\u00a0but\u00a0it\u2019s\u00a0really\u00a0about\u00a0transforming\u00a0the\u00a0business.\u00a0It cannot just be\u00a0used\u00a0to keep the house running.<\/p>\n

\u201cThe question you\u00a0[the CEO]\u00a0have\u00a0to\u00a0focus\u00a0on\u00a0is:\u00a0\u2018How\u00a0can\u00a0your business be significantly disrupted by\u00a0AI?\u2019\u00a0Not\u00a0\u2018How\u00a0is\u00a0your finance team going to become more efficient?\u2019\u00a0I\u2019m\u00a0sure your CFO will deal with that at the end of the day.\u201d\u00a0<\/p>\n

Read more: Sam Altman should take Niklas \u00d6stberg\u2019s number: What the Delivery Hero founder doesn\u2019t know about going public and shareholders isn\u2019t worth knowing<\/em><\/strong><\/p>\n

A\u00a0well-worn\u00a0phrase with AI is\u00a0\u201chuman in the loop\u201d\u2014a phrase\u00a0challenged by one senior technology executive I spoke to\u00a0recently\u00a0as being \u201cway off beam.\u201d\u00a0What we should really be talking about is\u00a0\u201chuman in the lead.\u201d\u00a0Welcome back,\u00a0\u201chuman-centricity,\u201d\u00a0a\u00a0centuries-old\u00a0social philosophy,\u00a0formalized\u00a0as an engineering approach\u00a0by the 1950s\u00a0ergonomics movement.\u00a0\u00a0<\/p>\n

\u201cHow do you deal with what\u00a0we call AI-human-centricity?\u201d Ezzat says. \u201cBasically,\u00a0the\u00a0need\u00a0to integrate AI with humans. How do you get humans to trust the agent?\u00a0The agent can trust the human, but the human\u00a0doesn\u2019t\u00a0really trust the agent.\u201d\u00a0<\/p>\n

Ergonomics was about chairs that were built for people, rather than\u00a0chairs designed\u00a0to fit efficiently into an office\u00a0or be simple to stack\u00a0and move. How to\u00a0mold\u00a0AI to work with people\u00a0is a similar challenge.\u00a0Bad chairs lead to bad backs. Bad AI is likely to\u00a0be far more consequential.\u00a0<\/p>\n

For the latest coverage and updates from Fortune CEO Forum, as well as insights into the companies on our list,\u00a0visit this page.<\/em><\/p>\n

A version of this story was originally published on Fortune.com on<\/em> February 12, 2026.<\/em><\/p>\n

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

#CEO #Capgemini #warning #thinking #wrong<\/p>\n","protected":false},"excerpt":{"rendered":"

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