Since the introduction of artificial intelligence at the end of 2022, Arte Charpentier has turned this opportunity into a real innovation dynamic. From the very first uses of ChatGPT, seductive in its simplicity of use and the relevance of its results, the office has embarked on a process of experimentation and gradual integration of this new technology. This innovative approach has created a user-friendly environment for our teams, encouraging them to explore new applications for AI in their projects.

 

A revolution in the making

At a time when AI has emerged as a global revolution, the emergence of major language models has turned our practices on their head. To support this transition, we have put in place a rigorous teaching process: share expertise, communicate feedback and organise discussion sessions. This in-depth work, both collective and individual, has enabled the teams to gradually familiarise themselves with these tools, thereby strengthening their in-house skills.

In a short space of time, 60% of our teams have turned to AI on a frequent basis, and more than 20% use it very often in their projects, confirming the enthusiasm and massive appropriation of these technologies as soon as they appear. This discovery phase, both collective and individual, highlighted the added value of simple, intuitive tools.

A wide range of tools to enhance performance

If the arrival of large language models (LLMs) such as ChatGPT – tools capable of processing and generating natural text – marked the beginning of this adventure, it was not followed by a single tool capable of meeting all our needs. On the contrary, a veritable galaxy of applications has emerged: images generators, data management and analysis tools for optimising sites and developments, not to mention increasingly sophisticated information retrieval solutions. Our experiments with these applications show that each solution has its place in a specific context, and that a segmented approach can optimise performance on each project.

 

In our survey, we found that 35% of our employees believe that the integration of AI should be done autonomously, 25% prefer a collective project team approach, while 25% support the idea of a pilot phase before a global roll-out. These figures underline the importance of adapting our approach to the specificities of each mission and to the constant flow of technological innovations.

 

The evolution of organisational strategies

The first deployments were based on a pyramid approach, where an expert – often identified among the BIM referents – tested and then disseminated the solutions to a restricted circle. However, in an environment where innovations appear almost weekly, this model is proving insufficient. In fact, the internal survey reveals that 30% of our teams consider themselves proactive in their search for new solutions, 30% think it is essential to set up in-house training, and 35% adapt out of necessity to remain competitive.

Faced with this reality, we have redefined our strategy by favouring a more organic and human approach. Every architect, landscape architect, designer, town planner and support team is encouraged to put together their own team of personalised AI assistants. Rather than rigidly sticking to a single process, we advocate continuous technological adaptation – a capacity for permanent adjustment and the flexibility needed to integrate new tools on a regular basis, in order to maintain our competitive edge.

 

Collaborative impact and ethical issues

The introduction of AI has also raised questions about its impact on collaboration between teams. According to our survey, 39% of employees believe that AI has no impact on collaboration, while 52% say it has a medium or low impact. This diversity of viewpoints encourages us to promote cross-functional initiatives which, beyond the tool itself, strengthen exchanges and cohesion within the office.

Furthermore, the issue of data protection and ethical compliance is a sensitive and major subject for the majority of our employees: 55% of our teams are fully aware of the issues surrounding the use of data, and 40% are strongly committed to complying with regulations. These findings underline the importance of integrating training and ethical charters tailored to the contemporary challenges of AI into our approach.

Training and experience-sharing: the keys to autonomy

To support this transformation, training needs are crucial. For example, 74% of employees believe it is necessary to organise in-house training sessions, ideally twice a month, to keep abreast of technological advances in AI. What’s more, 57% of teams say they are in favour of sharing their feedback on a regular basis, with 17% going so far as to want to get actively involved to showcase their successes. These initiatives reinforce not only individual expertise, but also collective synergy, which is essential in a sector as constantly evolving as AI.

Conclusion and outlook

Today, Arte Charpentier’s experience shows that innovation is based on a capacity for continuous adaptation and a collective commitment to exploring new technological avenues. Rather than relying on a universal tool, we have opted for a diversity of solutions to meet specific needs. Although the transition from CAD to 3D/BIM has taken more than twenty years, the rise of AI is prompting us to rethink and accelerate our practices. This commitment to technological adaptation enables us to be responsive and to anticipate the future as best we can, so that we can offer our customers solutions that are both agile and genuinely innovative.

 

Francis Baucher Architect | BIM & Digital Coordinator