AI is evolving at an unprecedented pace, and the pressure on organisations to keep up is increasing. Today, the question is no longer whether companies should adopt artificial intelligence, but how they can do so in a meaningful and achievable way.
For Belgian SMEs, this is not a straightforward journey. The possibilities seem endless, while concerns around complexity, cost, and a lack of internal expertise remain very real. Yet practical experience shows that a well-thought-out, pragmatic approach can make a real difference... Even without major investments.
Editor’s note: this article was originally published as an interview with Philippe Poupeleer in Voka Magazine Ondernemers | Vlaams-Brabant 2026 #1.
In many Belgian SMEs, AI is still in an exploratory phase. Management teams recognise its potential, but struggle with questions such as:
AI initiatives are often launched through isolated tools or individual experiments, without a clear link to core business processes. That is not necessarily a bad thing — experimentation is often a necessary first step. However, without direction and prioritisation, the overall impact remains limited.
Key insight: waiting for everything to be perfect is paralysing. Companies that are making progress today are those that dare to start, learn, and adjust along the way.
One of the most common mistakes is starting with technology: selecting a tool first and only then thinking about its use. In practice, the opposite approach works far better.
A successful AI strategy starts with:
Only then does the question follow: can AI play a role here?
AI is not an end goal. It is a means to make processes smarter, faster, or more consistent. Organisations that approach AI from their operational reality consistently extract more value from their initiatives.
“Identify the quick wins and start there. You can then build further on the positive momentum that is created.”
Typical examples include:
Many organisations begin with low-threshold applications such as AI assistants that support employees in their daily work, for example through solutions like Microsoft Copilot.
These tools deliver immediate time savings and quickly build internal buy-in. Employees experience the added value firsthand, which significantly increases willingness to scale further.
Although technology often dominates the discussion, it is rarely the biggest challenge. The real success factors lie elsewhere:
AI projects succeed when employees understand why a solution is introduced and how it supports their daily work. Adoption and change management are therefore at least as important as the technical implementation.
Management plays a critical role: setting direction, making choices, and defining a clear framework within which experimentation can take place.
AI is not only changing how we work, but also which skills matter. Repetitive tasks are increasingly automated, while analytical thinking, interpretation, and creativity are becoming more important.
For SMEs, this means:
AI does not replace people — it enhances their capabilities, provided organisations adopt it consciously and responsibly.
No. Many AI applications are perfectly accessible to SMEs today, especially when applied in a focused and targeted way.
Not necessarily. Starting with small, clearly defined use cases reduces risk and increases the chance of success.
Data quality and clear governance are essential. Without reliable data, AI cannot deliver reliable results.
By starting from real business needs, involving employees, and setting realistic expectations.
Successful AI adoption does not require a revolution, but rather focus and discipline.
AI is not a one-off project, but a continuous journey of learning, adapting, and improving. Organisations that embrace this mindset today create a sustainable advantage for tomorrow.
Implementing AI is one thing. Ensuring that initiatives truly align with the reality of your organisation is another. In practice, we see that SMEs that start from clear use cases achieve results faster. A pragmatic approach — aligned with processes, people, and objectives — makes all the difference.
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