Many companies hesitate to start an audit because they don't know what to expect in practice. Here is the actual process, with no grey areas.
Week 1: Immersion in the business
The audit starts with a series of discussions with the people who do the work day to day, not just management. The goal is to understand precisely where time goes, which tasks are repetitive, and what has already been tried or considered.
Week 1-2: Identifying automatable tasks
Not all tasks are equal in the face of AI. Some automate well; others, despite appearances, resist because they require human judgement that is hard to formalise. This step separates the serious candidates from the false good ideas.
Week 2: Costing the expected gain
For each option retained, the audit quantifies what it would deliver (in euros or hours freed up), with the assumptions made explicit, so the figures remain verifiable rather than promised outright.
Week 2-3: Written recommendation
The audit concludes with a written document, usable independently of any follow-up work. It may recommend building a specific tool, or conclude that no project is justified for now: this has happened, and it is deliberately possible.
What the audit is not
- It is not a sales pitch disguised as a diagnostic.
- It is not a commitment to build anything afterwards.
- It is not a theoretical report disconnected from your actual business.
The document is useful even if it concludes that nothing should be built. We don't sell a study in order to sell a project.
