2025年AI时代的技能伙伴报告：智能体、机器人与我们（英文版）

Agents,robots,andus:Skillpartnershipsin

the

age

of

AIAuthorsLareina

YeeAnuMadgavkarSven

SmitAlexisKrivkovichMichaelChuiMaria

JesusRamirezDiegoCastresanaNovember2025Confidentialandproprietary.

Anyuseofthismaterial

without

specificpermissionof

McKinsey&Companyis

strictlyprohibited.Copyright©2025McKinsey&

Company.

Allrightsreserved.Coverimage©

XH4D/GettyImages.Allinteriorimages©GettyImages.McKinseyGlobalInstituteTheMcKinseyGlobalInstitutewasestablishedin

1990.Ourmissionis

toprovidea

factbase

toaiddecisionmakingon

theeconomicandbusinessissuesmostcritical

to

the

world’scompaniesandpolicyleaders.

Webenefit

from

the

fullrangeofMcKinsey’sregional,sectoral,and

functionalknowledge,skills,andexpertise,buteditorialdirectionanddecisionsaresolely

theresponsibilityof

MGIdirectorsandpartners.Ourresearchiscurrentlygroupedinto

fivemajor

themes:—

Productivityandprosperity:Creatingandharnessing

the

world’sassetsmostproductively—

Resourcesof

the

world:Building,powering,and

feeding

the

worldsustainably—

Humanpotential:Maximizingandachieving

thepotentialofhuman

talent—

Globalconnections:Exploringhow

flowsofgoods,services,people,capital,andideas

shapeeconomies—

Technologiesandmarketsof

the

future:Discussing

thenextbigarenasof

valueandcompetitionWeaim

forindependentand

fact-basedresearch.Noneofour

workiscommissionedor

fundedbyanybusiness,government,orotherinstitution;

weshareourresultspublicly

freeofcharge;and

weareentirely

fundedby

thepartnersofMcKinsey.

While

weengagemultipledistinguishedexternaladvisers

tocontribute

toour

work,

theanalysespresentedinourpublicationsareMGI’salone,and

anyerrorsare

ourown.Youcan

findoutmoreaboutMGIandourresearchat

/mgi.MGI

directorsSven

Smit(chair)ChrisBradleyKweilinEllingrudSylvain

Johansson

NickLeungOlivia

WhiteLareina

YeeMGIpartnersMekalaKrishnanAnuMadgavkar

JanMischkeJeongmin

SeongAgents,robots,

and

us:

Skill

partnerships

in

the

age

ofAI1ContentsAt

aglance

3Introduction

4CHAPTER1The

workforce

of

the

future

willbe

apartnership

ofpeople,

agents,

androbots

7CHAPTER

2Human

skills

will

evolve,not

disappear,

as

people

work

closely

with

AI

21CHAPTER3Entire

workflows

canbereimagined

around

people,

agents,

androbots

35CHAPTER4Leadershipis

crucial

as

agents

androbots

reshape

work

and

the

economy

52Glossaryof

terms

55Acknowledgments

56Endnotes

57Agents,robots,

and

us:

Skill

partnerships

in

the

age

ofAI2Ataglance—Workin

the

future

willbe

apartnershipbetweenpeople,

agents,

androbots—allpoweredby

AI.

Today’s

technologies

could

theoretically

automate

more

than

half

of

current

US

workhours.Thisreflectshowprofoundlyworkmaychange,butitisnotaforecastof

joblosses.Adoptionwilltaketime.

Asitunfolds,someroleswillshrink,othersgroworshift,whilenewones

emerge—with

work

increasingly

centered

on

collaboration

between

humans

andintelligent

machines.—

Mosthuman

skills

will

endure,

though

they

willbe

applied

differently.More

than

70percentof

theskillssoughtbyemployers

todayareusedinbothautomatableandnon-automatable

work.

Thisoverlapmeansmostskillsremainrelevant,buthowand

where

theyareused

willevolve.—

Ournew

Skill

ChangeIndex

shows

which

skills

willbemost

andleast

exposed

toautomation

in

the

next

five

years.Digital

and

information-processing

skills

could

be

mostaffected;

thoserelated

toassistingandcaringarelikely

tochange

theleast.—

Demand

for

AI

fluency—the

ability

touse

andmanage

AI

tools—has

grown

sevenfoldin

twoyears,

faster

than

foranyotherskillinUS

jobpostings.

Thesurgeis

visibleacrossindustriesandlikelymarks

thebeginningofmuchbiggerchangesahead.—

By

2030,

about

$2.9

trillion

of

economic

value

could

be

unlocked

in

the

United

States—iforganizationsprepare

theirpeopleandredesign

workflows,rather

thanindividual

tasks,aroundpeople,agents,androbots

working

together.Agents,robots,

and

us:

Skill

partnerships

in

the

age

ofAI3IntroductionWorkin

the

future

willbeapartnershipbetweenpeople,agents,androbots—allpoweredbyartificialintelligence.

Whilemuchof

thecurrentpublicdebaterevolvesaround

whether

AI

willleadtosweeping

joblosses,our

focusisonhowit

willchange

the

verybuildingblocksof

work—theskills

thatunderpinproductivityandgrowth.Ourresearchsuggests

thatalthoughpeoplemaybeshiftedoutofsome

workactivities,manyof

theirskills

willremainessential.

They

willalsobecentralinguidingandcollaborating

with

AI,achange

thatisalreadyredefiningmanyrolesacross

theeconomy.In

thisresearch,weuse“agents”and“robots”asbroad,practicaltermstodescribeallmachinesthatcanautomatenonphysicalandphysicalwork,respectively.Manydifferent

technologiesperform

these

functions,somebasedon

AIandothersnot,with

theboundaries

between

themfluidandchanging.Usingthetermsinthisexpansivewayletsusanalyzehowautomationreshapesworkoverall.1ThisreportbuildsonMcKinsey’slong-runningresearchonautomationand

the

futureof

work.Earlierstudiesexaminedindividualactivities,

while

thisanalysisalsolooksathow

AI

will

transformentire

workflowsand

what

thismeans

forskills.New

formsofcollaborationareemerging,creatingskillpartnershipsbetweenpeopleand

AI

thatraisedemand

forcomplementaryhumancapabilities.Although

theanalysis

focuseson

theUnitedStates,manyof

thepatternsitreveals—and

theirimplications

foremployers,

workers,andleaders—applybroadly

tootheradvancedeconomies.We

find

thatcurrentlydemonstrated

technologiescould,in

theory,automateactivitiesaccountingforabout57percentofUS

workhours

today.2

Thisestimatereflects

the

technicalpotential

forchangein

whatpeopledo,nota

forecastof

joblosses.

As

technologies

takeonmorecomplexsequencesof

tasks,people

willremain

vital

tomake

them

workeffectivelyand

todo

whatmachinescannot.Ourassessmentreflects

today’scapabilities,

which

willcontinue

toevolve,andadoptionmay

takedecades.AIwillnotmakemosthumanskillsobsolete,butitwillchangehowtheyareused.Weestimatethatmore

than70percentof

today’sskillscanbeappliedinbothautomatableandnon-automatablework.With

AIhandlingmorecommon

tasks,peoplewillapply

theirskillsinnewcontexts.Workerswillspendless

timepreparingdocumentsanddoingbasicresearch,

forexample,andmore

timeframingquestionsandinterpretingresults.Employersmayincreasinglyprizeskills

thataddvalue

to

AI.Tomeasurehowskillscouldevolve,

wedevelopedaSkillChangeIndex(SCI),a

time-weightedmeasureofautomation’spotentialimpactoneachskillusedin

today’s

workforce.Nearlyeveryoccupation

willexperienceskillshiftsby2030.Highlyspecialized,automatableskillssuchasaccountingandcodingcould

face

thegreatestdisruption,

whileinterpersonalskillslikenegotiationandcoachingmaychange

theleast.Mostothers,including

widelyapplicableskillssuchasproblemsolvingandcommunication,mayevolveaspartofagrowingpartnership

withagentsandrobots.Agents,robots,

and

us:

Skill

partnerships

in

the

age

ofAI4Employersarealreadyadjusting.Demand

for

AI

fluency—theability

touseandmanage

AI

tools—has

jumpednearlysevenfoldin

two

years.

Theneed

for

technical

AIskillsemployed

todevelopandgovern

AIsystemsisalsogrowing,

thoughataslowerpace.

Abouteightmillionpeoplein

theUnited

States

workinoccupations

where

jobpostingsalreadycall

foratleastone

AI-relatedskill—afractionof

whatmaybeneededin

the

yearsahead.Demandisalsorising

forcomplementaryskills

suchasqualityassurance,processoptimization,and

teaching,as

wellas

forsomephysicalskillssuchasnursingandelectrical

work.Incontrast,

jobpostmentionsaredeclining

forroutine

writingandresearch,bothareas

where

AIalreadyperforms

well,although

theseskillsremainessential

formuch

of

the

workforce.Inourmidpointscenarioofautomationadoptionby2030,

AI-poweredagentsandrobotscouldgenerateabout$2.9

trillioninUSeconomic

valueper

year.3

Capturing

thismaydependlessonnewtechnologicalbreakthroughs

thanonhoworganizationsredesign

workflows—especiallycomplex,high-valueones

thatrelyonunstructureddata—andhowquicklyhumanskillsadapt.Integrating

AIwillnotbeasimple

technologyrolloutbutareimaginingof

workitself—redesigningprocesses,roles,skills,culture,andmetricssopeople,agents,androbotscreatemore

value

together.Leaderswillplayacentralroleinshaping

thispartnership.

Themosteffectivewillengagedirectlywith

AIrather

thandelegating,investin

thehumanskills

thatmattermost,andbalancegainswithresponsibility,safety,and

trust.

Theoutcomes

for

firms,workers,andcommunitieswillultimatelydepend

on

how

organizations

and

institutions

work

together

to

prepare

people

for

the

jobs

ofthe

future.Agents,robots,

and

us:

Skill

partnerships

in

the

age

ofAI5CHAPTER

1The

workforce

of

the

future

will

be

a

partnership

ofpeople,agents,and

robotsAIisredefining

theboundariesof

workandunlockingnewpotential

forproductivity.4

Work

willbereconfiguredasapartnershipbetweenpeople,agents,androbots.5AI

has

made

agents

and

robots

more

autonomous

and

capableFormuchofthepastcentury,machineshavebeenbuilt

to

followrules.Robotsexecutedphysicalroutineslikeassemblingparts

whilesoftwareautomatedpredictableclericalandanalytical

tasks.Both

typesofmachinesoperatedinapredetermined

way;

theydid

what

they

wereprogrammedtodo,andlittlemore.

Theriseof

AIhasbegun

tochange

thatand

tobroaden

thescopeof

what

automationcando.(Seesidebar“How

technologyisadvancing.”)AIagentsandrobots—machines

thatperformcognitiveandphysical

work,respectively—arebecomingmorecapableas

theylearn

from

vastdatasets.

Thisenables

them

tosimulatereasoningand

torespond

toa

widerrangeofinputs,includingnaturallanguage,andadapt

todifferentcontextsinsteadofsimply

followingpresetrules.Weestimate

that

today’s

technologycould,in

theory,automateabout57percentofcurrentUS

workhours(Exhibit

1).

This

figurecompares

thecapabilitiesofexisting

technologies,including

thosedemonstratedinalab,

with

thelevelofhumanproficiencyrequired

fordifferent

work

tasks.6

Astechnologyadvances,

thepicture

willcontinue

toevolveandshouldbeupdatedregularly.Actual

adoptiondependsonmore

than

technicalcapability.Factorsincludingpolicychoices,laborcosts,implementationexpenses,anddevelopment

timeallinfluence

whenand

whereautomationisdeployed.Electricity

tookmore

than30

years

tospread,andindustrialrobotics

followedasimilarmulti-decadepath.

Asrecentlyas2023,onlyaboutonein

fivecompaniesranmostof

their

applicationsin

thecloud,despite

the

technologybeing

widelyavailablesince

themid-2000s.7

(Seethe

technicalappendix

fordetails.)In

thischapter,

we

focusontechnical

automation

potential—mapping

the

frontierof

what

today’stechnologiescandoandidentifying

the

typesof

work

thatcouldbemostaffectedin

the

yearsahead.Agents,robots,

and

us:

Skill

partnerships

in

the

age

ofAI7AI

can

have

an

impact

on

all

types

of

workWedistinguishbetween

physical

and

nonphysicalwork.Robotsareneeded

toautomate

the

former,agents

thelatter.Notallautomationrequiresagentsorrobotsin

thenarrow

technicalsenseof

thoseterms,but

weuse

thembroadly

tocapture

the

fullrangeof

technologies

thatautomate

work.Nonphysical

workaccounts

forabout

two-thirdsofUS

workhours.Roughlyone-thirdof

thosehoursdrawonsocialandemotionalskills

thatmostlyremainbeyond

AI’sreach,

while

therestinvolvetasks—suchasreasoningandinformationprocessing—thatarebettersuited

toautomation.

Thesemoreautomatableactivitiesrepresentabout

40percentof

totalUS

wagesandspanrolesin

fieldsfromeducationandhealthcare

tobusinessandlegal(Exhibit1).Thenear-terminfluenceofautomationonphysical

workmaybenarrower.

Activities

thatrequirephysicalas

wellascognitivecapabilitiesaccount

forabout35percentofcurrentUS

workhours.Robotshavemademajorprogress,butmostphysical

workstilldemands

finemotorskills,dexterity,andsituationalawareness

that

technologycannot

yetreplicatereliably(seesidebar“Robotsin

theworkplace’’).SidebarHowtechnologyisadvancingRapidadvancesinmodelreasoningandcomputingpowerhavedramaticallyaccelerated

AI’sprogress.

AImodelstrained

tosimulatereasoningareintegratingdisparatestructuredandunstructureddata

sources,executingmultistepprocesses,andabletomatchhumanperformancein

highschoolanduniversitystandardizedexamsacrossmultiplesubjects.

Atthesametime,theadventandenhancement

ofgraphicsprocessingunits(GPU)andtensorprocessingunits(TPU)aremakingmodeltrainingandinferencefaster,cheaper,andmoreenergyefficient.AIhas

alsobecomemultimodal,abletoingestandgeneratetext,audio,images,andvideo,anditisincreasinglyinteroperabletocarryoutmultistepprocessessuch

asinteracting

withcustomers,processingtransactions,andcoordinating

follow-upactions.

Thismarksa

fundamentalsteptoward

AI-drivenoperations,

wherepeopleand

AI-poweredagentscollaborateas

a

team

todeliverresultsmorequickly

andefficiently.3AI-poweredrobots

arebecomingmorecapableAnewgenerationofgeneral-purposerobots

isemerging.Poweredby

AI,theyintegratespatialperception,reasoning,andactiontoperformcomplexphysicalactivitiessuchasoperatinginunstructuredenvironments,

followingverbalinstructions,andexecuting

variationsontasksfor

which

they

werenot

explicitlytrained.Technologicaladvancesinroboticsextendbeyond

AItoincludeimprovementsindexterity,sensing,andedgecomputing.4acrosstoolsandplatforms.Forexample,ModelContextProtocoland

Agent2Agent

areprotocolsthatallowteamsofagentstocommunicate.Importantchallengesremain,however,particularlyregardinghallucinations,transparency,andexplainability,whicharekeytoensuringsafetyandavoidingunwantedbias.1

Theunderlyinginfrastructuretosupport

AIis

alsoadvancingquicklyfromGPUand

TPU

totherapidbuild-outof

AIdatacenters,andnewtechniquestousetraditionaland

alternativesourcesofenergy.AI-powered

agents

as

teammatesDevelopmentsin

AIare

transformingagents

frompassiveassistantsinto“virtualcoworkers,”

withimprovingcognitivecapabilities

thatcanincreasingly

autonomouslyplanandexecutecomplextasksin

workflows.2

AIagentsarebeginning1

Ivan

Solovyevand

ShresthaBasuMallick,

“Gemini2.0:Levelup

yourapps

withreal-timemultimodalinteractions,”Google,December2024.2

McKinsey

technology

trendsoutlook

2025,McKinsey,

July2025.3

MarcBenioff,

“How

theriseofnewdigital

workers

willlead

toanunlimitedage,”Time,November25,2024.4

“Aleapinautomation:

Thenew

technologybehindgeneral-purposerobots,”McKinsey,

July2025.Agents,robots,

and

us:

Skill

partnerships

in

the

age

ofAI8OccupationgroupBuildingandgroundscleaningandmaintenanceInstallation,maintenance,and

repairHealthcare

supportTransportationandmaterial

movingConstructionand

extractionFoodpreparationandservingrelatedFarming,fishing,andforestryProductionPersonalcareandserviceProtectiveserviceManagementHealthcare

practitionersandtechnicalSalesand

relatedLife,

physical,andsocialscienceArts,design,entertainment,

sports,and

mediaArchitectureandengineeringEducationalinstructionand

libraryExhibit

1Two-thirdsofUSworkhoursrequireonlynonphysicalcapabilities.DistributionofphysicalandnonphysicalworkintheUS,byoccupationgroupCapabilitiesrequired:¹■

PhysicalNonphysicalShareofworkthatrequiressocialandemotionalcapabilitiesShare

of

work

hours,%PhysicalNonphysical70

50

30

10

1030

50

709034594815227681126Agents,robots,

and

us:

Skill

partnerships

in

the

age

ofAI9Shareofworkforce,

%¹All

workrequirescognitivecapabilities.Bothphysicalandnonphysical

workmayalsorequiresocialandemotionalcapabilities.Source:Lightcast;USBureauofLabor

Statistics(2024);McKinseyGlobalInstitute

analysisMcKinsey

&

CompanyEven

so,

the

effects

could

be

significant

for

some

workers.Physical

tasks

make

up

more

than

halfof

working

hours

for

about

40

percent

of

theUS

workforce,

including

drivers,

construction

workers,

cooks,

and

healthcare

aides.

Advances

in

robotics

are

expected

to

change

occupations

in

areaslikeproduction

and

foodpreparation,including

somelower-wageroles.

Robots

may

also

continue

to

perform

work

that

is

hazardous

or

otherwise

unfeasible

for

people,

such

as

underwater

tasks,

search-and-rescue,

and

inspections

of

dangerous

environments.Agents,

robots,

and

us:

Skill

partnerships

in

the

age

ofAI

10Exhibit

1

(continued)Two-thirds

ofUS

work

hoursrequire

onlynonphysical

capabilities.Distribution

ofphysical

andnonphysical

workin

theUS,

by

occupation

groupCapabilitiesrequired:¹

■

PhysicalNonphysicalShareof

work

thatrequires

socialandemotionalcapabilitiesOccupationgroupO代ceandadministrativesupportCommunityand

social

serviceComputerandmathematicalBusiness

andfinancialoperationsLegalTotalUS

workforceShare

of

work

hours,

%Physical

Nonphysical70

50

3010103050

70

90122371Share

ofworkforce,

%903030505070701010AI-powered

automation

will

change

work,but

people

remain

indispensableAtcurrentlevelsofcapability,agentscouldperform

tasks

thatoccupy

44percentofUS

workhours

today,androbots13percent(Exhibit2).8Thismeans

thatautomationcould,in

theory,

takeonamajorityof

the

worknowdonebypeople

in

theUnitedStates.

Thatdoesnotmeanhalfofall

jobs

woulddisappear;many

wouldchangeasspecific

tasksareautomated,shifting

whatpeopledorather

thaneliminating

the

workitself.Inaddition,

work

thatdrawsheavilyonsocialandemotionalskillsremainslargelybeyond

thereachofautomationevenundera

full-adoptionscenario.

Thisisbecausemany

tasksrequirereal-timeawarenesssuchasa

teacherreadingastudent’sexpressionorasalespersonsensing

when

aclientislosinginterest.Peoplealsoprovideoversight,qualitycontrol,and

thehumanpresence

thatcustomers,students,andpatientsoftenprefer.Extendingautomation

further

wouldrequire

technologies

thatcanmatcharangeofhumancapabilitiescurrentlyunmatched.

Agents

wouldneed

tointerpretintentionandemotion.Robotswouldneed

tomaster

finemotorcontrol,suchasgraspingdelicateobjectsormanipulatinginstrumentsinsurgery.SidebarRobots

in

the

workplaceRobotshavebeen

around

fordecades,but

advancesinAIare

giving

them

capabilities

once

consideredbeyond

thereachofautomation.

Thisprogressisbeing

drivenby

embodied

AI—

theintegration

ofintelligence

andphysicality

thatenablesrobots

toperceive,reason,

andactincreasingly

autonomously.Robots

today

takemany

forms,dependingon

theirapplication.

Theyrange

fromautonomous

vehicles

thatnavigateroadstodronesused

forinspectionordelivery

todisk-shapedmachines

with

wheels

thatclean

floorsormovegoodsin

warehouses.

Typical

deliveryrobotsareroughlycubeshaped,whilequadrupedrobots

thatresemble

animalscannavigaterough

terrain.Among

these,humanoidrobotscontinue

to

capture

theimagination

with

theirrelatable

appearance,

fuelinggrowinginterest,newmarketentrants,significantinvestment,and

widespreadpublic

fascination

through

videosshowcasing

theircapabilities.1

Inprinciple,humanoidsofferpracticalphysical

advantages.

Theycanoperateinphysicalspacesdesigned

forpeople,reducing

the

need

forcostlyreconfiguration.2Yetmajorhurdlesremain.Chiefamongthemaredexterityandmobility,requiringadvancesinactuators,mechanicalrange,andsensorimotorcontrol.Safetyisanother

barrier

toscale,particularlywhen

AImodelsareemployed

tocontrolrobotsinthepresenceofhumans,demandingbothregulatoryclarityand

technicalprogressin

collisionavoidance,malfunctionprevention,cybersecurity,and

transparencyin

AIdecision-making.Powerisalsoalimitation:

Mosthumanoidscanoperateuntetheredforonly

two

to

fourhourspercharge.Even

ifperformanceimproves,affordabilitymay

bedifficult

toachieve—per-unitcostsofadvanced,safemodelswouldneedto

fallfrom

today’s$150,000–$500,000rangein

theUnited

States

toroughly$20,000

–$50,000

toenablelarge-scaleadoption.3Massadoptionofhumanoidrobotsinworkplaceshingesonovercomingthesechallenges,but

theinvestmentandexperimentationnowunderwayareadvancing

theentire

fieldandheightening

awarenessofpotentialapplications.Meanwhile,nonhumanoiddesignswillcontinue

toproliferate,growing

fastin

volumeand

variety.1

TheHumanoid100:Mappingthe

humanoid

robotvaluechain,Morgan

Stanley,February2025.2

“Willembodied

AIcreateroboticcoworkers?”McKinsey,

June2025.3

“Humanoidrobots:Crossing

thechasm

fromconcept

tocommercialreality,”McKinsey,October2025.Agents,robots,

and

us:

Skillpartnershipsin

the

age

ofAI11Note:Technicalautomationpotentialshownisthelatescenario

of

expert

estimates.The

earlyscenario

oftechnical

automation

potential

inthe

US

is

65%

ofcurrentworkhours.

Inthisresearch,weuse“agents”and“robots”asbroad,

practicaltermstodescribe

all

machinesthat

can

automate

nonphysical

and

physical

work,respectively.

Manydiferenttechnologiesperformthesefunctions,somebasedonAIand

others

not,withthe

boundaries

betweenthemluidand

changing.

Usingtheterms

inthis

inclusiveway

letsusanalyzehowautomation

reshapesworkoverall.¹Allworkrequirescognitivecapabilities.

Bothphysicaland

nonphysicalwork

mayalso

require

social

and

emotional

capabilities.Source:

US

Bureauof

LaborStatistics;O*NET;Current

PopulationSurvey,

USCensus

Bureau;

McKinseyGlobal

InstituteanalysisMcKinsey&CompanyAs

technologyadvances,

the

workrequiringpeople

willalsochange.Someroles

willshrink,othersexpandorshift

focus,andnewones

willbecreated.Recentdevelopmentsinradiologyillustratethisdynamic.Between2017and2024,radiologistemploymentgrewbyabout3percentper

yeardespiterapidadvancesin

AI,anditisexpected

tocontinuegrowing.9

AIaugmentedradiologists’work,improvingaccuracyandefficiency

whileenablingdoctors

to

focusoncomplexdecision-makingandpatientcare.10

TheMayoClinic,

forexample,hasexpandeditsradiologystaffbymorethan50percentsince2016

whiledeployinghundredsof

AImodels

tosupportimageanalysis.11AIisalsocreatingothernew

typesof

workandroles.Softwareengineersarebuildingandrefiningagents,

whiledesignersandcreatorsareusinggenerative

tools

toproducenewcontent.21221344Activitiesrequiring

nonphysicalcapabilitiesonly¹

65%of

total

hoursActivitiesrequiringphysicalcapabilities¹35%of

total

hoursWork

thatisnotautomatable43%of

total

hoursWork

thatisautomatable57%of

total

hoursExhibit2People,agents,androbotscouldallplaysignificantrolesintheworkforceofthe

future.DistributionofworkhoursintheUS,bytechnicalautomationpotential,2024,% Shareoftota