2026年组织状况报告（英文版）-

4

Mckunsey

&company

b

TheStateof

Organizations2026

Contents

1Introduction

2Threetectonicforcesthatarereshaping

organizations

6Nineshiftstransforming

organizations

7UnlockingtheAI-enabledorganization

14HumansandAIagents:Buildinganew

worldofcollaboration

22LeveragingAItorewritethefutureof

sharedservices

27Findingvalueinanewgeopolitical

context

35Fromstructuretoflow:Reachingthenext

productivityfrontier

41Focusingonthecore:Doingtheright

thingwithmoreintensity

46Aiminghigherwithanewperformance

edge

53Sharpeningthefocusondiversityand

inclusion

57Reinventingleadership:Leadingfromthe

insideout

64Businessaschange:Managing

continuoustransformationin

theorganization

69Appendix

71Authors

72Acknowledgments

TheStateofOrganizations2026ii

TheStateofOrganizations20262

Threetectonicforcesthatarereshaping

organizations

T

hesearechallengingtimesfor

organizationseverywhere.Continuousdisruptionisintheair,withforcesranging

fromartificialintelligence,economic

uncertainty,andgeopoliticalfragmentationtoevolvingworkforceexpectations,increasingcustomerdemands,andtoughercompetitivedynamicsredefininghowleaderscreatevalueandsustainperformance.

Thisreport,thesecondeditionofMcKinsey’sStateofOrganizationsresearchinitiative,

seekstohelpleadersbetterunderstand

thesedynamicsandaddressthemeffectively.

Thefirstedition,publishedin2023,kickedoffourexplorationofthemostsignificant

peopleandorganizationalshifts,includingleadership,resilience,talentandresourceallocation,anddiversityandinclusion(D&I)strategies.Thissecondeditionupdatesour

findingstoreflecttheevolvingneedsand

prioritiesoforganizations.Postpandemic

questionsaboutbalancingin-personand

remoteworkaswellasattractingand

retainingtalenthavegivenwaytoasharperfocusonreestablishinghighperformanceandaligningtalentaroundafewbold

strategicprioritiesandmust-winbattles.

Aswiththefirstedition,thislatestresearchdrawsonalarge-scalesurveyofleaders

aroundtheworld.Inall,wereceived

responsesfrommorethan10,000seniorexecutivesacross15countriesand16

industries.Whileleadersremainfocusedon

drivingperformance,asinthe2023report,

theemphasishasmovedfromshort-term

resiliencetosustainedproductivityandlong-termimpact,poweredbytechnologyandAIatthecoreoforganizationaltransformation.

Thesurveyresponsesinformourconvictionthatthreetectonicforcesarereshaping

organizationsandwillcontinuetodefinetheirsuccessintheyearsahead.

ThefirstforceistheinfusionoftechnologyasautomationanddataanalyticsarejoinedbytheburgeoningofAI,boththelargelanguagemodelsunderpinninggenerativeAIandthe

adventofAIagentsthatcanbeinserted

intocompanyworkflows.Collectively,thesetechnologiesamounttoaparadigmshift

thatpromisessignificantbenefits,includingproductivitygains,fasterspeedtomarket,

andcostreductions.Theyareleading

organizationstoreimaginehowworkgets

done,redefinedomainsandend-to-end

processes,andrethinktraditionalstructures.ToharnessAI’spotential,organizationsneedtoembracetransformativedynamics,seize

emergingopportunities—andtest,test,test.

Thesecondtectonicforceischaracterized

bytheeconomicdisruptionsandgeopoliticaluncertaintythatareintensifyingastheworldbecomesmorefragmented.Tothriveinthisevolvinglandscape,organizationsneedto

adaptswiftlyyetsustainablytocopewith

increasingcomplexityandpotentiallyrethinktheirlocationstrategies.

Thethirdtectonicforcestemsfromworkforceshifts.Evolvingemployeeexpectations,

shiftingdemographics,andnewtech-

drivenworkingmodelsaretransforming

theworkforce.Toremaincompetitive,

organizationsneedtotranscendtraditional

structures,redefineleadership,andrefocusonperformancetonavigateongoingdisruption.

Ourresearchsuggeststhattheseforces

arenottemporaryfluctuationsbutdeep

structuraltransformationsthatwilltest

howorganizationsgrow,operate,andlead.

Theyareinterdependent:AIcouldliberateorganizationsfromsomeofthephysical

locationandgeopoliticalconstraints

associatedwithhumanworkers,butit

willraiseotherdimensionsofcomplexity,includinghowhumansandAIagentswillcollaborate.Theirimpactisonlybeginningtounfold:Technology,particularlyAI,willacceleratethereorganizationofwork

andvaluecreation;economicdisruptionswillkeepredefiningglobalresilienceandcompetitiveness;andworkforceshiftswillchallengeleadershipmodelsandtalent

systemsinnewways.

Thisreportisorganizedintothreesectionsthatreflectthesedisruptions.Inall,we

examinenineorganizationalthemesacross

TheStateofOrganizations20263

thethreecategoriesoftechnological,economic,andworkforceshifts.

Thesurveyresultshighlightsomeimportantdivisionsanddichotomies.Justoverhalf

ofrespondentsexpectchangesinthe

environmenttohaveatleastasomewhat

positiveimpactontheirorganizationsinthe

nextonetotwoyears.Leaderswiththis

positiveoutlookalsoseetheirworkforceas

beingenergized.Yet72percentofleaderstellusthattheirorganizationsarenotfullyreadytofaceupcomingchanges.Evenamong

leaderswhoareoptimistic,onlyone-thirdfeelprepared.

Overall,thesurveyshowsthatleadersare

underpressuretoachievefurtherproductivitygains.Theirprimarymetricsnowarerevenuegrowthorstabilization,costreduction,and

customersatisfaction,ratherthancashflowimprovement,speedtomarket,oremployeesatisfactionandengagement.Theyneedtoensuresustainedperformanceandlong-

termresilience,includingaflexibleoperatingmodelandthecapabilitytobuildforthe

future.

Thebigtakeawayfromourlatestreport,

then,isthatinanuncertainworld,sustainedperformanceandvaluecreationarethe

priority,aheadofshort-termgains.

Whileleadersremainfocusedondrivingperformance,

theemphasishasmoved

fromshort-termresilienceto

sustainedproductivityand

long-termimpact,poweredby

technologyandAIatthecoreoforganizationaltransformation.

Theninemostsignificantshiftstransformingorganizationstoday

ECONOMICDISRUPTION

TECHNOLOGYDISRUPTION

1

UnlockingtheAI-enabledorganization

ThepromiseofAI-firstoperatingmodelsisvast,butcreatingthesemodels

canbedifficult.While88percentof

organizationsarenowexperimentingwithAI,81percentdonotreportanymeaningfulbottom-linegains.1Tocapturethefull

value,organizationsneedtogobeyond

apiecemealapproachandpushfora

doubletransformation,bothtechnicalandorganizational,thatincludesreimagininghowworkgetsdoneacrossfunctionsandworkflows.

86%ofleadersfeeltheirorganizationsarenotverypreparedtoadoptAIinday-to-dayoperations

86%

2

HumansandAIagents:Buildinganewworldofcollaboration

Toworkwell,AIneedstobemuch

morethanaplug-and-playtool.AI

agentsandhumanemployeesneed

tocollaborate.Thatmeansredefining

capabilityrequirementsandbuilding

humanengagementwiththetechnology.

Theupside:55percentofleaderssaysuccessfullybuildingAIcapabilitiesofemployeeswillbringexponential

productivitygains.

OnlyoneinfourleadersexpectthatAI

agentswillactasautonomousteammatestoemployeesintheshortterm

1of4

3

LeveragingAItorewritethefutureofsharedservices

Astechnologyreshapeswork,shared-

servicescentersareevolvingfrom

transactionalprocesshubsintoglobal

business-servicescenters.AI-firstby

design,thesevirtualratherthanphysical

centerswillorchestrateworkbetween

humansandAIagents,unlockingend-to-endautomationanddrivinginnovationandinsightatscale.Thequestionforleaders

isnolongerwhethertotransformbuthowfasttopivot.

84%ofleadersplantoexpandthescopeoftheirshared-servicescenterswithin

thenext1–2years,butmorethan40%

haveyettostartsystematicallyadoptingthetechnologiesneeded

84%

4

Findingvalueinanewgeopoliticalcontext

Almostthreeinfourrespondentsreported

thatgeopoliticaluncertaintieshavehada

notableimpactontheirorganizations.As

tradeshiftstopartnersincloserproximity,

it’smoreimportantthanevertobuildresilientstructuresandbalanceglobalscalewith

regionaladaptability.Organizationsneedtodevelopdeep-seatedflexibilitythatenablesthemtobounceforward.Technology—

includingdigitalplatforms,dataanalytics,

andAI—canhelpanticipaterisks,reallocateresources,andmaintainoperationalagility.

43%ofleaderssaytheydivestedassetstoolateorfailedtodosowhenthey

shouldhave

43%

5

Fromstructuretoflow:Reachingthenextproductivityfrontier

Breakingthroughtheproductivityceilinghasbecomeatoppriorityforleaders.

Todosomeansshiftingattentionaway

fromstructureandtowardhowworkgetsdone.Thebiggestpayoffliesinradically

simplifyingandunifyingprocessesacrosstheenterprise.Thatmeanseliminating

duplication,synchronizinginformation

flows,streamliningdecisionroutines,andautomatingwherepossible.

Two-thirdsofleadersthinktheir

organizationsareoverlycomplexandinefficient,buttraditionalremediesrelyingonstructuralredesigns,costcuts,andflatterhierarchiesare

achievingdiminishingreturns

2of3

TheStateofOrganizations20264

1HannahMayer,LareinaYee,MichaelChui,andRogerRoberts,Superagencyintheworkplace:EmpoweringpeopletounlockAI,sfullpotential,McKinsey,January2025.

TheStateofOrganizations20265

Theninemostsignificantshiftstransformingorganizationstoday

ECONOMICDISRUPTION

WORKFORCESHIFTS

6789

Focusingonthecore:Doingtherightthingwithmoreintensity

Todrivegrowth,organizationsneedtoidentifythe

strategicportfolioandperformancemovesthatdeliver

outsizeimpact.Thismeansselectingafewareasinwhichtoexcel,buildingthegovernanceandcapabilitiesto

executeonthesepriorities,anddynamicallyreallocatingbudgetandtalenttofuelthem.Valuecreationdependsonallocatingassetsacrosstheenterprise.Leadersneedthevisiontoinnovate,thedisciplinetoprioritize,andthecouragetodivest.

Only30%oforganizationsreallocateresourcesenterprise-wide

30%

Sharpeningthefocusondiversityandinclusion(D&I)

Aiminghigherwithanewperformanceedge

Unleashingthefullpotentialofanorganization’shuman

capitalbyfocusingonbothpeopleandperformancecandrivestrongbusinessresults.Whilemanyorganizationshavesettheambitiontoimprovetheirperformance,lessthan25percentsuccessfullyachievesustainedimpact.Improvingovertimerequiresafocusondistinctive

organizationalcapital,includingmanagementpractices,systems,culture,and,critically,investinginemployee

healthandwell-being.

Leadersarestillmissingtheimportanceofintrinsicmotivators,withonly20%believingnonfinancial

rewardscaninstillperformanceinemployees

20%

FourinfiveorganizationsaremaintainingorexpandingtheirD&Ieffortsdespitetheshiftinglandscape.

OrganizationscontinuetoreporttheirD&Iinitiativesasastrategicprioritythatimprovesoutcomesforbusiness,leadstobetterperformance,andcontributesto

competitiveness.Atthesametime,theyaresharpeningtheirfocusonassessingwhatisworkingandrefining

theirapproachestodelivermeaningfulimpact.

Nearlyhalftheorganizationsthatscaledbacktheir

D&Ieffortsexpecttobringthembacktoatleastsomeextentinthenext1–2years

~50%

Reinventingleadership:Leadingfromtheinsideout

Astheyseektobalancemultiplepressures,leaders

todayneedtotakean“insideout”approachfocusingonpersonalgrowth.That’sareflectionofthetwo

intertwineddimensionsofleadershipinthisage:the

ideathatleadingothersalsomeansleadingoneself.AIputsevengreateremphasisonthehumanaspectsofworkandrequiresmoreofleaders.Individuals,teams,andorganizationsneedtoredefineleadershipinmorehuman-centricterms,withleadersreflectingonthe

“why”toinspiremeaningfulchange.

30%ofreflectiveleadersbelievetheirorganizationscanquicklyadapttochange,versusonly17percentofnon-reflectiveleaders

30%

17%

a

a

-

a

TECHNOLOGYDISRUPTION

Unlockingthe

AI-enabledorganization

WhilethepromiseofAI-firstoperatingmodelsisvast,creatingthese

modelscanbetricky:Lessthan20percentofcompaniesthathavetriedtoadoptthetechnologyhaveseensignificanttangibleimpactontheir

bottomlines.1Organizationsneedtogobeyondapiecemealapproach

toadoptionandpushforadoubletransformation:bothtechnological

andorganizational.Thisapproachmeansreimagininghowworkgets

doneacrossfunctionsandworkflowstoshiftcollectiveperformanceandcapturethefullvalue.

Surveyhighlights

Eighty-sixpercentofleadersfeelthattheirorganizationsarenotpreparedtoadoptAIinday-to-dayoperations.

OneinsixorganizationshavenoclearC-levelownerforAIadoption.

ThetopthreebarrierstoAIadoptionareconcernsaboutAIitself(46percent);

regulatory,ethical,orlegalconcerns(44percent);andorganizational

challenges,includingchangemanagement(39percent).

TheStateofOrganizations20267

1HannahMayer,LareinaYee,MichaelChui,andRogerRoberts,Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential,McKinsey,January2025.

TheStateofOrganizations20268

AdoptionofAIinsomeform

W

hat’schanging?

isnowwidespread;McKinseyresearch

suggeststhat88percentoforganizations

aredeployingAIinatleastpartsoftheir

organizations.However,justasmanyreportnosignificantbottom-lineimpact.2Inthe

UnitedStatesalone,only1percentofC-suiterespondentsdescribetheirgenerativeAI

rolloutsasmature,andonly19percentreportAI-acceleratedrevenueincreasesofmore

than5percent.3

MostcurrenteffortstointegrateAIfocus

onfragmentedusecasesthataugmentthe

efficiencyofindividualcontributors.More

substantialeffortstoembedAIagents

todriveproductivityinpartsofexisting

processesareeitherstillintheplanningstageorbeingtestedinpilotprojects.Operationalfixesarejustthestart,however:Thefuture

isanAI-enabledoperatingmodeldesign.

Enterprise-widerewiringofcompaniestobecomeagenticorganizationsremainsachallenge.

Indeed,86percentofsurveyrespondentsfeelthattheirorganizationsarenot

verypreparedtoadoptAIinday-to-day

operations.ThisiscriticalconsideringthatoneinsixorganizationswesurveyedhavenoclearC-levelownerforAIadoption.Only14percentoforganizationsseeleaders

consistentlychampioningAIadoptionandexperimentationwithclearstrategiesandaction.

Thebenefitsofgettingitright

Thewinnerswillbeorganizationsthat

thinkbigandtransformthemselvesinto

agenticenterprisesbyadoptingadvanced

technologyacrossentirebusinessfunctionsandprocesses.4Thepotentialissignificant:AccordingtotheMcKinseyStateofAI2025report,organizationsthatredesignend-

to-endworkflowsandreimagineentire

domainssuchasmarketingandoperationsseethegreatestEBITimpactfromtheiruseofgenerativeAI.5Butcapturingthisvalue

dependsasmuchonpeopleasontechnologyinvestments—oneexecutivenotedthatfor

MostcurrenteffortstointegrateAIfocusonfragmentedusecasesthataugmenttheefficiencyof

individualcontributors.More

substantialeffortstodrive

productivityareeitherstillintheplanningstageorbeingtested.

every$1spentontechnology,$5shouldbespentonpeople.6

AIagentsdelivermorethanefficiency.

Theysuperchargeoperationalagilityand

unlocknewrevenueopportunities,bringingresilience,speed,elasticity,personalization,andadaptabilitytooperations.Whenthey

coordinateacrossmultipleagents,theycanformateam,andinthefuture,they

couldpotentiallyevendesigntheirown

workstreams.OneexampleofagenticAI’s

usescomesfromatelecommunications

companythatcreateda“nextbest

experience”engine.AImodelsidentified

whencustomersmightneedhelpora

betterofferandthendeliveredpersonalizedmessagesthroughpreferredchannels.

Humanoutreachwastriggeredwhenneeded.

2“ThestateofAIin2025:Agents,innovation,andtransformation,”McKinsey,November5,2025.

3HannahMayer,LareinaYee,MichaelChui,andRogerRoberts,Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential,McKinsey,January2025.

4SeizingtheagenticAIadvantage,QuantumBlack,AIbyMcKinsey,June2025.

5“ThestateofAIin2025:Agents,innovation,andtransformation,”QuantumBlack,AIbyMcKinsey,November5,2025.

6CharlotteRelyea,DanaMaor,SandraDurth,andJanBouly,“GenAI’snextinflectionpoint:Fromemployeeexperimentationtoorganizationaltransformation,”McKinsey,August7,2024.

TheStateofOrganizations20269

Thisreducedchurn,improvedmargins,andsignificantlyliftedengagement.

Stakeholdersnowexpectsuchfeatures.

CustomersseeAIasthenewservice

standard,andemployeesincreasinglyexpecttoexperienceitsbenefitsinhowtheywork

andreceivesupport.Organizationsthatdelayriskfallingbehindinwaysthatmaybehardtorecoverfrom.

Takingthesepotentialbenefitsintoaccount,leadersinorganizationsthatpioneerAI

adoptionhaveasignificantlymorepositive

outlookthanothersthatarenotasfar

advanced.Almosttwo-thirdsofthese

pioneers(64percent)expectthatchanges

inthebroaderenvironment—including

intheeconomy,politics,andconsumer

sentiment—willhavepositiveimpactontheirorganizationsoverthenextonetotwoyears,comparedwith45percentofnon-pioneers.

Pioneersarealsomorethantwiceaslikelytobelievethattheiremployeeswillaimforand

achievemore(56percentversus26percent).7

InorganizationswithaclearvisionforAI’s

futureimpact,nearly90percentofleadersactivelychampionAIadoption,showingthat

clarityofpurposedrivesstrongerleadershipengagementandacceleratestransformation.

Issuestoaddress

AIstillfacesinternalresistancedespiteits

potential(Exhibit1).Oursurveysuggests

thatthetopbarrierinvolvesconcernsabout

AIitself,includingissuesofbias,intellectual

property,andthepotentialthreatitposes

tojobs(46percent).Thesecondtopbarrier

addressesregulatory,ethical,orlegal

concerns(44percent).Theseconcernsare

slightlyhigheramongEU-basedleaders

(48percent),especiallyinGermany(56

percent),thanthoseinNorthAmerica(44

percent)andAsia–Pacific(41percent).Thirdisorganizationalchallenges,includingchangemanagementandissueswithbreakingdownsilos(39percent).

Thesefindingsraisequestionsabouthow

organizationscanbuilda“test,learn,and

adapt”mindsetandacultureofcontinuous

improvement,andabouthowleadersredefinerolesandresponsibilitiesinaworldinwhich

machinescanthink,orchestrate,decide,andcreate.

7Twenty-threepercentofleadersinoursurveyrepresentorganizationsthatwecallAIPioneers.Theseorganizationshaveclear

understandingofhowAIwillreshapeactivitiesandrequiredcapabilitiesandarerollingoutinternalandexternalAIacrossmostdepartmentsandfunctions.

Exhibit1

SurveyrespondentscitedconcernsaboutAI,ethicalconcerns,andorganizationalchallengesastopbarrierstoadoptingAI.

TopbarrierspreventingorganizationsfromadoptingAIatscale,%ofrespondents(n=3,763)EuropeNorthAmericaAsia–Pacific

Regulatory,ethical,orlegalconcerns

ConcernsaboutAIitself(bias,intellectualproperties,jobreplacement,etc)

Organizationalchallenges(changemanagement,silos,etc)

Inadequatetechnologyinfrastructure(legacysystems,incompatibility,etc)

Lackofclearstrategyorleadershipsupport

Financialconstraints(budget,investment,etc)

Otherornotrelevant

4844

41

4744

46

394039

31

30

33

30

3228

2724

27

433

Note:RespondentswereaskedtoselectbarrierstoadoptionofexternallydevelopedAIsystemsortoolsintheirorganizations.

Source:McKinseyStateofOrganizations2026Survey,JunetoSeptember2025,n=10,018

McKinsey&Company

Tostrengthenadoption,leadersneedto

demystifyAIacrosstheorganization,manage

fearsofjobreplacement,andbuildtrust.Many

oftoday’sleaders

failtorecognizetheimportanceofethicalandotherconcerns.

Findingtherightformula

Howcanorganizationsmovefroma

patchworkofscatteredpilotstoamore

coherentandintegratedAI-firstmodel?Thegoalistorewiretheorganizationbasedon

newoperatingmodels.Thejourneystarts

withidentifyingafewhigh-impactbusinessdomainsandthenmovestoreimagining

businessstrategy,structures,andworkflowstoredistributetasksbetweenhumansand

machines.Fourstepsalongthewayarecritical.

Buildastrategythatrecalibrates

thebusinesstotargettruesourcesofcompetitiveadvantage

TorealizethefullpromiseofagenticAI,

CEOsneedtoworktogetherwiththeirchief

finance,technology,andhumanresources

officerstorethinktheirapproachtoAI

transformationasacollectiveC-suiteagenda.Inourexperience,adoptionaccelerateswhenchieftechnologyofficerslead;organizationswiththismodelscalefasterthanthosewhereCEOsleadalone.

Buildflexibletechnologyplatforms

toscaleAIacrosstheenterprise

FlexibletechnologyinfrastructureenablesbothboughtandbuiltAIsystems.Thenextgenerationofsuchflexibilityliesinthe“AImesh”—whatQuantumBlackdescribes

asacomposable,vendor-agnosticAI

architecturethatallowsagentstocollaborate,sharecontext,andevolveacrosssystems.

Thisarchitectureprovidestheconnective

tissueforscalabilityandcontrol,enabling

organizationstodeployandintegrateAI

securelyastechnologycontinuestoadvance.Whilefeworganizationsoperatewithfully

interconnectedsystemstoday,manyarelayingthegroundwork.Forexample,onelargebankrecentlyusedhybrid“digitalfactories”forlegacyappmodernization.

Humanworkerswereelevatedtosupervisoryroles,overseeingsquadsofAIagents.

AnotherretailbankusedAIagentstoreinventtheprocessofcreatingcredit-riskmemos.8

TheStateofOrganizations202610

8SeizingtheagenticAIadvantage,QuantumBlack,AIbyMcKinsey,June2025.

TheStateofOrganizations202611

RewirestructuresandworkflowsendtoendtoscaleAI

Thisrequiresorganizationstoshiftfrom

traditionalfunctionstooutcome-oriented

operatingmodelsthatareflatter,faster,andmorefluid.Structuresneedtoreflecthybridcapabilityrequirements,creatingabalancebetweenhumansandAI.Someorganizationsarealreadymakingstructuralchangesinthisdirection;forexample,ModernaannouncedthatitismergingitsHRandITleadership,

signalingthatAIisbecomingaworkforce-shapingforce.

Empowertheworkforcesothathumanaccountabilityandagentspeedreinforceoneanother

Thisrequiresredesigningskills,contract

structures,andwork-timemodelstoenablenewwaysofworking.Executivesandseniorleadersneedtosupportandmandate,

championAIadoption,andfosteracultureofiterationandlearningalongwithcross-functionalcollaboration.Beyondculture,

accountabilitywillalsoneedtobebuilt

intorewiredworkflows—establishingclear

ownershipforAIoutputs,transparentdata

pipelines,andsystematicevaluationofboth

humanandAIagents’performancetomonitoraccuracy,impact,anddecisionquality.AskedtocitethetopthreefactorsforAIadoption,

leadersinoursurveypointedtoeaseof

use(42percent),leadershipchampioning

adoption(36percent),andthepresenceofadedicatedteamtodriveadoption(36percent)(Exhibit2).

Tostrengthenadoption,seniorleadersneedtodemystifyAIacrosstheorganization,

managefearsofjobreplacement,and

buildtrust.9Manyoftoday’sleadersfail

torecognizetheimportanceofethical

andotherconcerns.Inoursurvey,fewer

thanoneinfourleaders(24percent)cited

clearandethicalcomplianceguidelinesas

importanttoenterprise-wideadoptionof

newtechnologies.Whilejobreplacementisalreadyarealityinsomesectors,thebroader

storyisoneofoccupationaltransition:As

certaintasksareautomated,newtypesof

workemerge.Managingthisshift—through

reskilling,internalmobility,andtransparent

workforceplanning—willdeterminewhetherorganizationsandeconomiescaptureAI’sfullvalue.

Onewaytotacklesuchconcernsistobuild

aresponsiveriskframeworkthatproactivelyaddressesbothtechnicalandethical

challenges.Winningemployees’buy-in

isanotherpathtoacceleratingadoption

atscale.Thiscanbedonebyidentifying

high-impactAIapplicationstoexploreand

bringingemployeesalongonthevalue-

creatingjourney,amongothers.TheGermaninsurerAllianz,forexample,encourages

employeestoconsiderhowAIcouldreducetheirworkloadsbyfourhoursperweek,as

CHROBettinaDietscheexplainedduringourinterview.

9SandraDurth,BryanHancock,DanaMaor,andAlexSukharevsky,“Theorganizationofthefuture:EnabledbygenAI,drivenbypeople,”McKinsey,September19,2023.

Exhibit2

Surveyrespondentshighlighted

easeofuse,leadership

sponsorship,anddedicatedteamsaskeyenablersofAIadoption.

MostimportantfactorsforAIadoption,%ofrespondents(n=9,346)

42

Easeofuseofnewtechnology

36

Leadership

championingadoption

36

DedicatedteamtodriveAIadoption

29

Linktobusinessimpact

29

Role-basedcapabilitytrainingcourses

24

Linktoperformancemanagement

24

Clearethicaland

complianceguidelines

222218

Employeeincentives

Communicationsplan

Portfolioofexampleusecases

Note:Respondentswereaskedtoselectthemostimportantelementstofacilitateenterprise-wideadoptionofnewtechnologiesintheir

organizations.

Source:McKinseyStateofOrganizations2026Survey,JunetoSeptember2025,n=10,018

McKinsey&Company

TheStateofOrganizations2026