AI in business, like a "second skin"

An intelligent layer can enhance existing systems, optimize flows, and open up new services without the technology being rejected internally.

An article available in AGEFI: https://agefi.com/actualites/opinions/lia-en-entreprise-comme-une-seconde-peau

In architecture, a "second skin" is a facade generally built in front of an existing building to provide three new qualities: enhanced thermal insulation, a reduction in external noise, and often adaptive light protection.

A similar approach could be envisioned for the adoption of artificial intelligence (AI) by businesses. The new AI platform would be designed as an intelligent shell that surrounds the company, optimizing its processes while preserving its existing structure. Nothing is changed; a layer is simply added. ERP, CRM, MES, and other traditional IT management tools remain unchanged. A major advantage: everything functions as before, eliminating the need for a painful and costly migration. Incidentally, this also eliminates the primary cause of AI adoption failure in businesses: resistance to change.

Increase without decreasing

The "second skin" represents an enhanced layer that envelops existing IT systems and processes without altering their core. Much like the skin of a smart building, which regulates its environment while providing protection, this technological platform plays a key role in the interaction between the company and its dynamic ecosystem. It captures, analyzes, and transforms the company's key data streams, thereby increasing operational capabilities while ensuring their security.

But above all, it enables the deployment of AI for new services. Two examples: first, the company Cla-Val, which simply photographs its flagship product: the valve. One photo and you can know everything about its reference number, condition, wear and tear, risks, etc., and offer new maintenance, replacement, or upgrade services. The platform is a layer that surrounds existing activities, extending them without disrupting them.

A second example is Enphase. This electrical energy company offers to install solar panels, inverters, batteries, etc., on your existing home system to provide a second source of electricity. Now regulated by AI, this system optimizes energy needs and minimizes costs.

The digital "second skin" allows companies to regulate AI data flows [...] and adapt to operational changes

Just as a building's skin adapts to climatic variations, the digital "second skin" allows businesses to regulate AI data flows, optimize business performance, and adapt to operational changes. By filtering signals and securing access, it creates a robust and flexible framework for interacting with the outside world. The skin, as a sensory organ, plays a crucial role in detecting environmental variations. Similarly, the "second skin" platform is equipped with IoT sensors and AI agents capable of collecting logs and metrics. This enables automated detection and rapid decision-making, ensuring the business remains responsive to challenges.

The cognitive dimension of the "second skin" allows companies to react autonomously to fluctuations in their environment. Thanks to autonomous agents and learning models, the platform can orchestrate responses adapted to the situations encountered, like a dynamic facade that adjusts to external conditions.

Finally, just as a building's exterior enhances its performance, a digital "second skin" enriches a company's capabilities. By integrating artificial intelligence-based solutions, this approach enables organizations to transform their processes, increase productivity, and adapt to immediate market demands.

Thus, the architectural metaphor of the "second skin" proposes seamlessly integrating artificial intelligence with existing systems. Thanks to this augmented layer, the enterprise becomes a living, adaptive, and constantly evolving organism. Companies adopting this simple yet robust model will see not only optimized performance but also increased protection and resilience against the future challenges of digital transformation.

By Xavier Comtesse and Giorgio Pauletto