The situation
In 2024, Capgemini Engineering launches several initiatives to raise its employees' awareness of generative AI: a transformation programme, training modules and a roadshow on its applications in software engineering. Meanwhile, I start bringing generative AI into my own writing practice.
What I did
In 2024, I contributed to the internal communications for these initiatives, without designing their content: a section in the division's newsletter and an intranet article for the transformation programme, for which I prepared the interview; the mailers and visuals for the global campaign on the training modules; the announcements, visuals and mailers for the roadshow; and articles on AI in the newsletter. I also organised alignment meetings on internal communications about AI.
Since then, generative AI has become part of my writing practice, particularly for producing first drafts. In June 2026, I obtained the French certification "Création de contenus rédactionnels et visuels par l'usage responsable de l'intelligence artificielle générative" (RS6776), on creating written and visual content through the responsible use of generative AI.
That same year, I took part in co-designing MAIA, a prototype agent that supports AI adoption in organisations, drawing on change management methods (ADKAR, Kotter, Prosci). The original idea came from my co-designer. Together, we guided its construction through successive iterations with an AI assistant, defining the needs and evaluating the results. In a fictional banking scenario, MAIA produced a maturity assessment, a roadmap, a training plan, a communications plan and a usage charter. It has never been deployed with a client.
What it produced
Internal communications campaigns on generative AI across the division. Then a certification, and a first prototype, co-designed and tested to explore in practice how to support its adoption.
What I took from itAI saves me time on first drafts. The rest is down to me: deciding what is worth saying, and checking that it rings true. In internal communications, a message that rings hollow can disengage people rather than bring them together.