{"id":11492,"date":"2026-04-30T15:54:31","date_gmt":"2026-04-30T14:54:31","guid":{"rendered":"https:\/\/www.eurogroupconsulting.com\/?p=11492"},"modified":"2026-04-30T15:54:43","modified_gmt":"2026-04-30T14:54:43","slug":"le-roi-de-l-ia-une-question-mal-posee","status":"publish","type":"post","link":"https:\/\/www.eurogroupconsulting.com\/en\/article\/le-roi-de-l-ia-une-question-mal-posee","title":{"rendered":"Le ROI de l’IA, une question mal pos\u00e9e ?"},"content":{"rendered":"
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Cet article est le fruit d’une r\u00e9flexion men\u00e9e dans le cadre du Club de l’IA cr\u00e9\u00e9 et anim\u00e9 par Eurogroup Consulting.<\/em><\/strong><\/p>

Apr\u00e8s la surm\u00e9diatisation et l\u2019injonction \u00e0 exp\u00e9rimenter l\u2019IA<\/a>, une nouvelle phase s\u2019est ouverte : celle de la justification. Dans les COMEX comme dans les comit\u00e9s d\u2019investissement, une m\u00eame question revient d\u00e9sormais\u00a0: quel retour sur investissement (ROI) attendre de l\u2019IA, et \u00e0 quel horizon ?<\/p>

Cette lecture trouve vite ses limites. Quand l\u2019IA modifie les processus, les r\u00f4les entre m\u00e9tiers et IT, ou les choix d\u2019investissement, le ROI devient moins un calcul isol\u00e9 qu\u2019un support d\u2019arbitrage. Le ROI devient alors un outil de d\u00e9cision : quels investissements mutualiser, quelles d\u00e9pendances accepter, quels risques assumer, et quel niveau de souverainet\u00e9 pr\u00e9server ?<\/strong><\/p>

Les terrains o\u00f9 le ROI reste tangible<\/strong><\/h3>

Le ROI de l\u2019IA n\u2019est pas introuvable. Dans plusieurs configurations, il se d\u00e9montre m\u00eame assez clairement. C\u2019est m\u00eame un point de d\u00e9part utile, car ces premiers r\u00e9sultats donnent de la cr\u00e9dibilit\u00e9 aux d\u00e9marches, rassurent les m\u00e9tiers et permettent d\u2019embarquer les d\u00e9cideurs.<\/p>

Le premier terrain est celui des usages o\u00f9 le gain financier est directement mesurable<\/strong> (logique de quick win<\/em>) : d\u00e9tection de fraude, r\u00e9duction de pertes \u00e9vitables, optimisation de processus \u00e0 impact \u00e9conomique direct. Dans ces cas, le lien entre performance du mod\u00e8le et valeur cr\u00e9\u00e9e peut \u00eatre objectiv\u00e9. Le retour est visible, rapide et pr\u00e9sentable en comit\u00e9 d\u2019investissement.<\/p>

Le deuxi\u00e8me terrain est celui des processus d\u00e9j\u00e0 industrialis\u00e9s<\/strong>. Dans des secteurs comme la banque, l\u2019assurance ou encore l\u2019industrie, l\u2019IA renforce des m\u00e9canismes existants avec des gains d\u2019efficience lisibles : r\u00e9duction des temps de traitement, baisse des charges, automatisation de t\u00e2ches variables, analyses ou encore d\u00e9tection de signaux faibles. Ici, le ROI se constate vite et de mani\u00e8re structurante. Il soutient directement la comp\u00e9titivit\u00e9 dans des environnements d\u00e9j\u00e0 sous pression.<\/p>

Enfin, le troisi\u00e8me est celui des interfaces entre les fonctions support et les m\u00e9tiers.<\/strong> Une partie importante de la valeur ne se joue pas dans des usages vitrine, mais dans la r\u00e9duction de frictions co\u00fbteuses : fiabilisation des donn\u00e9es, all\u00e8gement de t\u00e2ches chronophages, diminution des irritants pour les \u00e9quipes op\u00e9rationnelles, meilleure coordination entre acteurs. Ces gains sont moins visibles, parfois moins faciles \u00e0 mon\u00e9tiser imm\u00e9diatement, mais ils fluidifient l\u2019organisation et pr\u00e9parent ensuite des cas d\u2019usage plus ambitieux.<\/p>

Ces terrains montrent que le ROI de l\u2019IA n\u2019est ni introuvable ni purement th\u00e9orique. Mais ils \u00e9clairent aussi ses limites : ce que l\u2019on mesure bien \u00e0 l\u2019\u00e9chelle d\u2019un cas d\u2019usage ne dit pas encore ce que l\u2019IA engage \u00e0 l\u2019\u00e9chelle de l\u2019organisation.<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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\u00ab Il fallait d\u00e9montrer, par l\u2019usage, la valeur de l\u2019IA pour r\u00e9ussir \u00e0 embarquer le COMEX et les m\u00e9tiers \u00bb <\/div>\t\t\t\t<\/div>\n\t\t
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T\u00e9moignage client<\/b><\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Du ROI de projet au ROI de transformation<\/strong><\/h3>

Le ROI tel qu\u2019on l\u2019entend dans son usage classique atteint ses limites d\u00e8s que l\u2019IA d\u00e9passe le gain strictement local. L\u2019analyse doit en effet int\u00e9grer ce que l\u2019IA change concr\u00e8tement : les processus, les r\u00f4les, les donn\u00e9es, l\u2019architecture et la capacit\u00e9 de passage \u00e0 l\u2019\u00e9chelle. L\u2019IA ne permet pas qu\u2019un gain de productivit\u00e9. Elle peut aussi am\u00e9liorer la qualit\u00e9 de d\u00e9cision, acc\u00e9l\u00e9rer l\u2019ex\u00e9cution, fiabiliser des op\u00e9rations ou transformer l\u2019exp\u00e9rience client. \u00c0 ce stade, raisonner usage par usage ne suffit plus. Il faut comprendre ce que l\u2019IA rend possible \u00e0 l\u2019\u00e9chelle d\u2019un processus, d\u2019une fonction ou d\u2019une cha\u00eene de valeur. <\/strong><\/p>

Le sujet devient celui du passage \u00e0 l\u2019\u00e9chelle et des choix qu\u2019il implique en mati\u00e8re de mutualisation, de priorisation des usages, d\u2019investissements pour l\u2019avenir. Un cas d\u2019usage IA ne peut pas toujours \u00eatre jug\u00e9 isol\u00e9ment.<\/strong> Sa rentabilit\u00e9 d\u00e9pend parfois moins de son gain imm\u00e9diat que de ce qu\u2019il pr\u00e9pare pour les usages suivants. Il s\u2019inscrit dans une feuille de route qui mobilise des briques communes : donn\u00e9es, architecture, s\u00e9curit\u00e9, gouvernance, conduite du changement. Un cas peu rentable pris seul peut \u00eatre d\u00e9cisif s\u2019il acc\u00e9l\u00e8re les d\u00e9ploiements suivants ou contribue \u00e0 installer les conditions du passage \u00e0 l\u2019\u00e9chelle.<\/p>

Penser au-del\u00e0 de la productivit\u00e9\u00a0<\/strong><\/h3>

Un mod\u00e8le performant ne vaut rien si l\u2019organisation ne sait pas capter le gain qu\u2019il promet. Le ROI de l\u2019IA ne peut pas \u00eatre r\u00e9duit \u00e0 un simple r\u00e9flexe d\u2019optimisation<\/strong> \/ Il d\u00e9pend aussi de la capacit\u00e9 de l\u2019entreprise \u00e0 transformer ses processus et ses modes de fonctionnement pour int\u00e9grer ce gain. Sans cela, la valeur reste th\u00e9orique.<\/p>

Un business case positif ne garantit rien si l\u2019organisation n\u2019est pas pr\u00eate \u00e0 capter la valeur. Il faut donc regarder les conditions concr\u00e8tes de r\u00e9alisation en termes de gouvernance, d\u2019adoption, de r\u00f4les m\u00e9tiers-IT et de conduite du changement.<\/p>

Cette lecture fait du ROI un langage commun entre d\u00e9cideurs. Elle permet d\u2019arbitrer les choix strat\u00e9giques<\/strong> : que finance-t-on, pourquoi le finance – t-on et sous quelles conditions captera-t-on la valeur\u00a0? Le ROI reste utile, mais il doit \u00eatre lu au niveau du portefeuille d\u2019usages, des capacit\u00e9s mutualis\u00e9es et des choix d\u2019architecture. Son \u00e9valuation d\u00e9pend alors de la capacit\u00e9 de l\u2019organisation \u00e0 financer, organiser et assumer sa trajectoire de transformation.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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\u00ab Financer l\u2019IA, c\u2019est installer des capacit\u00e9s, accepter certaines d\u00e9pendances et choisir son \u00e9cosyst\u00e8me. C\u2019est la condition du passage \u00e0 l\u2019\u00e9chelle. \u00bb\n<\/div>\t\t\t\t<\/div>\n\t\t
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T\u00e9moignage client<\/b><\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Le ROI de l\u2019IA \u00e0 l\u2019\u00e9preuve de la d\u00e9pendance strat\u00e9gique et du risque de d\u00e9crochage<\/strong><\/h3>

\u00c0 mesure que les usages se d\u00e9ploient, la d\u00e9pendance strat\u00e9gique devient centrale : mod\u00e8les propri\u00e9taires, infrastructures cloud, fournisseurs, tarification, investissements data, architecture, s\u00e9curit\u00e9, gouvernance. Ces choix s\u2019accumulent, les co\u00fbts se diffusent et les marges de man\u0153uvre se r\u00e9duisent. \u00a0Entrer dans l\u2019IA, c\u2019est entrer dans un \u00e9cosyst\u00e8me dont il faudra ma\u00eetriser les co\u00fbts, les risques et les d\u00e9pendances, tout en pr\u00e9servant la r\u00e9versibilit\u00e9 des choix et la ma\u00eetrise de la cha\u00eene de valeur.<\/strong><\/p>

Dans certains secteurs, le risque n\u2019est plus seulement celui d\u2019un mauvais ROI. C\u2019est celui d\u2019un d\u00e9crochage progressif : d\u00e9crochage concurrentiel, technologique, ou dans la cha\u00eene de valeur.<\/strong> Le risque \u00e0 \u00e9valuer n\u2019est pas seulement financier. Une entreprise peut perdre du terrain en allant trop lentement, ou perdre la main en s\u2019engageant trop vite dans un \u00e9cosyst\u00e8me mal ma\u00eetris\u00e9. Le risque r\u00e9el n\u2019est pas un mauvais ROI, mais une perte de position.<\/p>

Conclusion – Penser une trajectoire de transformation<\/strong><\/h5>

On l\u2019aura compris, le ROI de l\u2019IA ne se r\u00e9sume ni \u00e0 un business case unitaire, ni \u00e0 l\u2019addition d\u2019exp\u00e9rimentations rentables. Il se lit \u00e0 plusieurs niveaux : gains directs, capacit\u00e9 de passage \u00e0 l\u2019\u00e9chelle, contribution \u00e0 une transformation plus large, et position strat\u00e9gique de l\u2019organisation dans sa cha\u00eene de valeur.<\/p>

D\u00e8s lors, la question strat\u00e9gique se pose diff\u00e9remment et dans ces termes\u00a0: quelle trajectoire de valeur voulons-nous construire, quelles d\u00e9pendances sommes-nous pr\u00eats \u00e0 accepter, et quels investissements devons-nous assumer pour garder la main ? <\/strong>\u00a0<\/strong><\/p>

Les arbitrages ne se font pas \u00e0 l\u2019aveugle, ils peuvent \u00eatre rationnalis\u00e9s. Pour les \u00e9clairer nous proposons une grille de lecture en quatre niveaux\u00a0:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Niveau<\/h4>\t\t\t\t<\/div>\n\t\t\t\t
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Question de d\u00e9cision<\/h4>\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\t\t\t<\/span>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t
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1 – Valeur directe\/unitaire<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Le cas d\u2019usage g\u00e9n\u00e8re-t-il un b\u00e9n\u00e9fice objectivable \u00e0 court ou moyen terme, per\u00e7u par les m\u00e9tiers et d\u00e9fendable en comit\u00e9 d\u2019investissement ?
Exemples : co\u00fbts \u00e9vit\u00e9s, revenus prot\u00e9g\u00e9s, temps gagn\u00e9, satisfaction client, qualit\u00e9 accrue.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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2 – Passage \u00e0 l\u2019\u00e9chelle<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Le cas pr\u00e9pare-t-il les suivants en r\u00e9duisant le co\u00fbt, le d\u00e9lai ou le risque des d\u00e9ploiements \u00e0 venir ? Un cas peu rentable isol\u00e9ment peut \u00eatre pertinent s\u2019il acc\u00e9l\u00e8re l\u2019industrialisation.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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3 – Ambition strat\u00e9gique<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Le cas contribue-t-il \u00e0 une transformation plus large, de comp\u00e9titivit\u00e9, de repositionnement ou de performance globale ? Il ne se juge plus seulement \u00e0 l\u2019\u00e9chelle d\u2019un besoin local, mais \u00e0 sa contribution \u00e0 la trajectoire strat\u00e9gique de l\u2019entreprise.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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4 – Position strat\u00e9gique<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Le cas engage-t-il des choix structurants en mati\u00e8re de d\u00e9pendance technologique, de souverainet\u00e9, de r\u00e9versibilit\u00e9 et de risque de d\u00e9crochage ? C\u2019est \u00e0 ce niveau que le ROI devient pleinement un sujet de direction g\u00e9n\u00e9rale.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Cette grille ne vise pas \u00e0 remplacer le business case, mais \u00e0 l\u2019\u00e9largir. Elle permet de replacer chaque cas d\u2019usage IA dans une trajectoire d\u2019ensemble : gains imm\u00e9diats, passage \u00e0 l\u2019\u00e9chelle, ambition strat\u00e9gique et ma\u00eetrise des d\u00e9pendances. C\u2019est \u00e0 cette condition que le ROI devient un v\u00e9ritable outil de d\u00e9cision.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

Le ROI de l\u2019IA se r\u00e9v\u00e8le \u00eatre un enjeu strat\u00e9gique de transformation, de passage \u00e0 l\u2019\u00e9chelle et de cr\u00e9ation de valeur durable.<\/p>","protected":false},"author":9,"featured_media":11515,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[32,57],"tags":[38],"class_list":["post-11492","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article","category-points-de-vue","tag-featured-post"],"acf":[],"yoast_head":"\nPoint de vue : le ROI de l'IA, une question mal pos\u00e9e ?<\/title>\n<meta name=\"description\" content=\"Le ROI de l\u2019IA se r\u00e9v\u00e8le \u00eatre un enjeu strat\u00e9gique de transformation, de passage \u00e0 l\u2019\u00e9chelle et de cr\u00e9ation de valeur durable.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, 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