How VINCI Aligns AI with Decentralized Innovation

In a case study published in Harvard Business School Publishing in 2024, HEC researcher Aluna Wang examines VINCI’s AI transformation as a possible blueprint for other multinationals hoping to seamlessly integrate new generative AI technology into the workplace.

Turning a Construction Giant into an AI Pioneer 

How can major companies develop AI skills among their employees while maintaining a decentralized structure? VINCI, a world leader in concessions, energy, and construction, offers compelling insights through its innovation hub, Leonard, and its groundbreaking AI projects. In our case, we study “Building Innovation at VINCI,” co-written with Harvard Business School Professor Dennis Campbell and HBS Research Associate Ana Carlota Moniz, we analyze the ways this French multinational seeks to answer the challenges AI poses towards maintaining innovation, decentralization, and the upskilling of its employees. 

AI Innovation Begins at the Core of Operations 

We explore Leonard's innovation initiatives, including one of VINCI's most ambitious AI projects used in the building of The Link, the iconic new skyscraper in Paris La Defense. The project features SprinkIA, an AI-driven generative design tool that enhances sprinkler system calibration in blueprints. But its development raises important challenges and questions about deploying innovative technologies across a highly decentralized organization. Does VINCI’s decentralization allow the company to quickly deploy innovative new AI technologies across the group? Is the company’s business model optimal for encouraging further innovation? Indeed, how can Leonard promote innovation in such a large firm?

Leonard’s Model: Empowering People to Build Better 

VINCI's decentralized structure, comprising thousands of business units across multiple divisions, aims to encourage entrepreneurial innovation. Initiated in July 2017, Leonard serves as the group's platform for innovation and foresight, facilitating creation and experimentation in day-to-day activities. Bruno Daunay, AI Lead at Leonard, and François Lemaistre, Brand Director of Axians and sponsor of the group’s AI effort, have been working to boost awareness and adoption of new technologies through a carefully structured approach.

Leonard’s six-month framework combines rigorous technical training with practical application. "People were really curious and motivated because they loved their work, but they were sick of doing it inefficiently and wanted to change it," explains Daunay. Leonard has built a robust innovation ecosystem, including partnerships with academic institutions like the Hi! PARIS Center and the establishment of Centers of Excellence. The evolution of DIANE, from a single innovation project to a Center of Excellence for generative design, exemplifies this approach.

Balancing Core Principles with Technological Innovation

This innovation strategy aligns with VINCI's commitment to decentralization. As Xavier Huillard, VINCI's CEO, notes, "We are probably the most decentralized company in France. Maybe even in Europe!" His philosophy of "inverting the pyramid" prioritizes operational rather than management levels. This approach has yielded significant results - SprinkIA, for instance, can optimize a sprinkler system blueprint in just 11 minutes, a process that previously took over five days.

Looking ahead, Lemaistre offers an optimistic perspective: "For five years now, we've been explaining what AI is and what it isn't - it's not the robots taking over mankind, it's about improving everyone's jobs. We don't see AI as disruptive in our business model. We think it'll improve it. We want to keep opening doors we've never opened before." 

A Blueprint for Responsible AI Deployment 

As organizations across the globe grapple with AI integration, VINCI's approach through Leonard demonstrates how large companies can foster innovation while maintaining their core organizational principles.