2026年组织状况报告（英文版）

b4Mckunsey&companyThe

State

ofOrganizations

20267

Unlocking

the

AI-enabledorganization14Humansand

AIagents:Buildinganew

worldofcollaboration22Leveraging

AI

torewrite

the

futureof

sharedservices27

Finding

valueinanewgeopolitical

context35

Fromstructure

to

flow:Reaching

thenext

productivity

frontier41Focusingon

thecore:Doing

theright

thing

withmoreintensity46Aiminghigher

withanewperformance

edge53Sharpening

the

focusondiversityand

inclusion57

Reinventingleadership:Leading

from

the

insideout69

Appendix71

Authors72AcknowledgmentsContents2Three

tectonic

forces

thatarereshaping

organizations6Nine

shifts

transforming

organizations64Business

as

change:Managing

continuoustransformationin

theorganization1IntroductionThe

State

of

Organizations

2026iiorganizationseverywhere.Continuous

disruptionisin

theair,

with

forcesrangingfromartificialintelligence,economicuncertainty,andgeopolitical

fragmentation

to

evolving

workforceexpectations,increasing

customerdemands,and

toughercompetitive

dynamicsredefininghowleaderscreate

value

andsustainperformance.Thisreport,

thesecondeditionofMcKinsey’s

StateofOrganizationsresearchinitiative,seeks

tohelpleadersbetterunderstandthesedynamicsandaddress

themeffectively.The

firstedition,publishedin2023,kicked

offourexplorationof

themostsignificantpeopleandorganizationalshifts,including

leadership,resilience,

talentandresource

allocation,anddiversityandinclusion(D&I)

strategies.

Thissecondeditionupdatesourfindings

toreflect

theevolvingneedsandprioritiesoforganizations.Postpandemicquestionsaboutbalancingin-personandremote

workas

wellasattracting

andretaining

talenthavegiven

way

toasharper

focusonreestablishinghighperformanceandaligning

talentarounda

fewboldstrategicprioritiesandmust-winbattles.As

with

the

firstedition,

thislatestresearch

drawsonalarge-scalesurveyofleadersaround

the

world.Inall,

wereceivedresponses

frommore

than

10,000senior

executivesacross15countries

and

16industries.

Whileleadersremain

focusedondrivingperformance,asin

the2023report,theemphasishasmoved

fromshort-termresilience

tosustainedproductivityandlong-

termimpact,poweredby

technologyand

AIat

thecoreoforganizational

transformation.The

third

tectonic

force

stems

from

workforceshifts.Evolvingemployeeexpectations,shifting

demographics,

andnew

tech-driven

workingmodels

are

transformingthe

workforce.

Toremaincompetitive,organizationsneed

to

transcend

traditionalstructures,redefineleadership,

andrefocuson

performance

tonavigateongoingdisruption.Ourresearchsuggests

that

these

forcesarenot

temporary

fluctuationsbutdeepstructural

transformations

that

will

testhoworganizationsgrow,operate,andlead.Theyareinterdependent:

AIcouldliberate

organizations

fromsomeof

thephysicallocationandgeopoliticalconstraintsassociated

withhuman

workers,butitwillraiseotherdimensionsofcomplexity,

includinghowhumansand

AIagents

will

collaborate.

Theirimpactisonlybeginning

tounfold:

Technology,particularly

AI,

will

accelerate

thereorganizationof

workand

valuecreation;economicdisruptions

willkeepredefiningglobalresilienceandcompetitiveness;and

workforceshifts

will

challengeleadershipmodelsand

talentsystemsinnewways.Thisreportisorganizedinto

threesections

thatreflect

thesedisruptions.Inall,

weexaminenineorganizational

themesacrossThesurveyresponsesinformourconviction

that

three

tectonic

forcesarereshapingorganizationsand

willcontinue

todefine

their

successin

the

yearsahead.The

first

forceis

theinfusionof

technologyas

automationanddataanalyticsarejoinedby

theburgeoningof

AI,both

thelargelanguage

modelsunderpinninggenerative

AIand

theadventof

AIagents

thatcanbeinsertedintocompany

workflows.Collectively,

these

technologiesamount

toaparadigmshiftthatpromisessignificantbenefits,includingproductivitygains,

fasterspeed

tomarket,andcostreductions.

Theyareleadingorganizations

toreimaginehow

workgetsdone,redefinedomainsandend-to-endprocesses,andrethink

traditionalstructures.

Toharness

AI’spotential,organizationsneed

toembrace

transformativedynamics,seizeemergingopportunities—and

test,

test,

test.Thesecond

tectonic

forceischaracterizedby

theeconomicdisruptionsandgeopoliticaluncertainty

thatareintensifyingas

the

world

becomesmore

fragmented.

To

thrivein

this

evolvinglandscape,organizationsneed

toadaptswiftly

yetsustainably

tocope

withincreasingcomplexityandpotentiallyrethinktheirlocationstrategies.Three

tectonic

forces

thatarereshapingorganizationshese

are

challenging

times

forThe

State

of

Organizations

2026

2Tthe

threecategoriesof

technological,economic,and

workforceshifts.Thesurveyresultshighlightsomeimportant

divisionsanddichotomies.

Justoverhalfofrespondentsexpectchangesin

theenvironment

tohaveatleastasomewhatpositiveimpacton

theirorganizationsin

thenextone

to

two

years.Leaders

with

thispositiveoutlookalsosee

their

workforceasbeingenergized.

Yet72percentofleaders

tell

us

that

theirorganizationsarenot

fullyready

to

faceupcomingchanges.Evenamongleaders

whoareoptimistic,onlyone-third

feel

prepared.Overall,

thesurveyshows

thatleadersareunderpressure

toachieve

furtherproductivity

gains.

Theirprimarymetricsnowarerevenue

growthorstabilization,costreduction,andcustomersatisfaction,rather

thancash

flow

improvement,speed

tomarket,oremployee

satisfactionandengagement.

Theyneed

to

ensuresustainedperformanceandlong-termresilience,includinga

flexibleoperating

modeland

thecapability

tobuild

for

thefuture.Thebig

takeaway

fromourlatestreport,then,is

thatinanuncertain

world,sustained

performanceand

valuecreationare

thepriority,aheadofshort-term

gains.While

leaders

remain

focusedon

driving

performance,the

emphasis

has

movedfromshort-termresiliencetosustained

productivity

andlong-termimpact,poweredbytechnologyandAIatthecoreof

organizationaltransformation.The

State

of

Organizations

2026

3

4

Findingvalueinanewgeopolitical

contextAlmost

threein

fourrespondentsreportedthatgeopoliticaluncertaintieshavehadanotableimpacton

theirorganizations.

Astrade

shifts

topartnersincloserproximity,it’smoreimportant

thanever

tobuildresilient

structuresandbalanceglobalscale

withregionaladaptability.Organizationsneed

todevelopdeep-seated

flexibility

thatenables

them

tobounce

forward.

Technology—includingdigitalplatforms,dataanalytics,and

AI—canhelpanticipaterisks,reallocate

resources,andmaintainoperationalagility.

1

UnlockingtheAI-enabledorganizationThepromiseof

AI-firstoperatingmodels

is

vast,butcreating

thesemodelscanbedifficult.

While88percentoforganizationsarenowexperimenting

with

AI,81percentdonotreportanymeaningfulbottom-linegains.1

Tocapture

the

fullvalue,organizationsneed

togobeyondapiecemealapproachandpush

foradoubletransformation,both

technicaland

organizational,

thatincludesreimagining

how

workgetsdoneacross

functions

andworkflows.

3

Leveraging

AI

to

rewrite

thefutureofsharedservicesAs

technologyreshapes

work,shared-servicescentersareevolving

fromtransactionalprocesshubsintoglobalbusiness-servicescenters.

AI-firstbydesign,

these

virtualrather

thanphysicalcenters

willorchestrate

workbetweenhumansand

AIagents,unlockingend-to-

endautomationanddrivinginnovation

and

insightatscale.

Thequestion

forleadersisnolonger

whether

to

transformbuthow

fast

topivot.

2

Humans

and

AI

agents:Buildinga

new

world

of

collaborationTo

work

well,

AIneeds

tobemuchmore

thanaplug-and-play

tool.

AIagentsandhumanemployeesneedtocollaborate.

Thatmeansredefiningcapabilityrequirementsandbuildinghumanengagement

with

the

technology.Theupside:55percentofleaderssay

successfullybuilding

AIcapabilities

ofemployees

willbringexponentialproductivitygains.

5

From

structure

to

flow:ReachingthenextproductivityfrontierBreaking

through

theproductivityceiling

hasbecomea

toppriority

forleaders.Todosomeansshifting

attention

awayfrom

structureand

towardhow

workgets

done.

Thebiggestpayoffliesinradicallysimplifyingandunifyingprocessesacrosstheenterprise.

Thatmeanseliminatingduplication,synchronizinginformationflows,streamliningdecisionroutines,andautomating

wherepossible.TheninemostsignificantshiftstransformingorganizationstodayOnly

onein

fourleaders

expect

that

AIagents

will

act

as

autonomous

teammates

to

employeesin

the

short

term1

of

484%

of

leaders

plan

to

expand

the

scopeof

their

shared-services

centers

withinthe

next

1–2

years,but

more

than

40%have

yet

to

start

systematically

adopting

the

technologiesneeded84%43%

of

leaders

say

they

divested

assetstoolate

or

failed

to

do

so

when

theyshouldhave43%86%

ofleaders

feel

their

organizationsare

not

very

prepared

to

adopt

AI

in

day-

to-day

operations86%Two-thirds

ofleaders

think

theirorganizations

are

overly

complex

andinefficient,but

traditionalremedies

relying

on

structuralredesigns,

cost

cuts,

and

flatterhierarchies

areachieving

diminishingreturns2

of

3TECHNOLOGYDISRUPTIONECONOMICDISRUPTION1HannahMayer,

Lareina

Yee,

MichaelChui,andRogerRoberts,Superagency

intheworkplace:Empowering

peopletounlock

AI,sfull

potential,McKinsey,

January2025.The

State

of

Organizations

2026

4capitalby

focusingonbothpeopleandperformancecan

drivestrongbusinessresults.

Whilemanyorganizations

haveset

theambition

toimprove

theirperformance,less

than25percentsuccessfullyachievesustainedimpact.

Improvingover

timerequiresa

focusondistinctiveorganizationalcapital,includingmanagementpractices,

systems,culture,and,critically,investinginemployeehealthand

well-being.Leaders

are

stillmissing

theimportance

ofintrinsic

motivators,

with

only

20%believingnonfinancialrewards

caninstillperformancein

employees20%Fourin

fiveorganizationsaremaintainingorexpandingtheirD&Ieffortsdespite

the

shiftinglandscape.Organizationscontinue

toreport

theirD&Iinitiativesas

astrategicpriority

thatimprovesoutcomes

forbusiness,leads

tobetterperformance,andcontributes

tocompetitiveness.

At

thesame

time,

theyaresharpening

their

focusonassessing

whatis

workingandrefiningtheirapproaches

todelivermeaningfulimpact.Nearlyhalf

the

organizations

that

scaledback

theirD&I

efforts

expect

tobring

themback

to

atleast

someextent

in

the

next

1–2

years~50%Reinventingleadership:Leadingfromthe

insideoutAs

theyseek

tobalancemultiplepressures,leaderstodayneed

to

takean“insideout”approach

focusing

onpersonalgrowth.

That’sareflectionof

the

twointertwineddimensionsofleadershipin

thisage:

theidea

thatleadingothersalsomeansleadingoneself.

AI

putsevengreateremphasison

thehumanaspects

of

workandrequiresmoreofleaders.Individuals,

teams,

andorganizationsneed

toredefineleadershipinmorehuman-centric

terms,

withleadersreflectingon

the“why”

toinspiremeaningfulchange.Focusing

on

the

core:Doing

the

right

thingwithmoreintensityTodrivegrowth,organizationsneed

toidentify

thestrategicportfolioandperformancemoves

thatdeliveroutsizeimpact.

Thismeansselectinga

fewareasin

which

toexcel,building

thegovernanceandcapabilities

toexecuteon

thesepriorities,anddynamicallyreallocating

budgetand

talent

to

fuel

them.

Valuecreationdepends

onallocatingassetsacross

theenterprise.Leadersneed

the

vision

toinnovate,

thediscipline

toprioritize,and

the

courage

todivest.TheninemostsignificantshiftstransformingorganizationstodayWORKFORCE

SHIFTS

6

7

8

9

30%

ofreflectiveleadersbelieve

their

organizationscan

quickly

adapt

to

change,

versus

only

17percent

ofnon-reflectiveleaders30%Only

30%

of

organizations

reallocate

resourcesenterprise-wide30%AiminghigherwithanewperformanceedgeUnleashing

the

fullpotentialofanorganization’shuman17%ECONOMICDISRUPTIONSharpeningthefocusondiversityand

inclusion(D&I)The

State

of

Organizations

2026

5-aaaUnlockingtheAI-enabledorganizationWhile

thepromiseof

AI-firstoperatingmodelsisvast,creating

thesemodelscanbe

tricky:Less

than20percentofcompanies

thathave

tried

toadopt

the

technologyhaveseensignificant

tangibleimpacton

theirbottomlines.1

Organizationsneed

togobeyondapiecemealapproachtoadoptionandpush

foradouble

transformation:both

technologicalandorganizational.

Thisapproachmeansreimagininghowworkgetsdoneacross

functionsand

workflows

toshiftcollectiveperformanceand

capture

the

full

value.SurveyhighlightsEighty-sixpercentofleaders

feel

that

theirorganizationsarenotprepared

to

adoptAIinday-to-dayoperations.Oneinsixorganizationshavenoclear

C-levelowner

for

AIadoption.The

top

threebarriers

to

AIadoptionare

concernsabout

AIitself(46percent);regulatory,ethical,orlegalconcerns

(44percent);andorganizationalchallenges,includingchangemanagement(39percent).1HannahMayer,Lareina

Yee,MichaelChui,andRogerRoberts,

Superagency

intheworkplace:Empowering

peopletounlock

AI’sfull

potential,McKinsey,

January2025.TECHNOLOGY

DISRUPTIONThe

State

of

Organizations

2026

7MostcurrenteffortstointegrateAI

focus

on

fragmented

use

cases

that

augment

the

efficiency

ofindividualcontributors.Moresubstantialeffortstodriveproductivity

are

either

still

in

the

planning

stage

or

being

tested.hat’s

changing?isnowwidespread;McKinseyresearchsuggests

that88percentoforganizationsaredeploying

AIinatleastpartsof

theirorganizations.However,

justasmanyreportnosignificantbottom-lineimpact.2

In

theUnitedStatesalone,only

1percentofC-suite

respondentsdescribe

theirgenerative

AIrolloutsasmature,andonly19percentreport

AI-acceleratedrevenueincreasesofmorethan5percent.3Mostcurrentefforts

tointegrate

AI

focuson

fragmentedusecases

thataugment

theefficiencyofindividualcontributors.Moresubstantialefforts

toembed

AIagentstodriveproductivityinpartsofexistingprocessesareeitherstillin

theplanningstage

orbeing

testedinpilotprojects.Operational

fixesare

just

thestart,however:

The

futureisan

AI-enabledoperatingmodeldesign.Enterprise-widerewiringofcompanies

to

becomeagenticorganizationsremainsa

challenge.Indeed,86percentofsurveyrespondentsfeel

that

theirorganizationsarenotveryprepared

toadopt

AIinday-to-dayoperations.

Thisiscriticalconsidering

that

oneinsixorganizationswe

surveyedhave

noclearC-levelowner

for

AIadoption.Only

14percentoforganizationsseeleadersconsistentlychampioning

AIadoptionand

experimentation

withclearstrategiesand

action.The

benefits

of

getting

it

rightThe

winners

willbeorganizations

thatthinkbigand

transform

themselvesintoagenticenterprisesbyadoptingadvancedtechnologyacrossentirebusiness

functions

andprocesses.4

Thepotentialissignificant:

According

to

theMcKinsey

Stateof

AI

2025

report,organizations

thatredesignend-to-end

workflowsandreimagineentiredomainssuchasmarketingandoperations

see

thegreatestEBITimpact

from

theiruse

ofgenerative

AI.5

Butcapturing

this

valuedependsasmuchonpeopleason

technology

investments—oneexecutivenoted

that

forevery$1spenton

technology,$5

shouldbe

spentonpeople.6AIagentsdelivermore

thanefficiency.Theysuperchargeoperationalagilityandunlocknewrevenueopportunities,bringing

resilience,speed,elasticity,personalization,

andadaptability

tooperations.

When

theycoordinateacrossmultipleagents,

they

can

forma

team,andin

the

future,

theycouldpotentiallyevendesign

theirownworkstreams.Oneexampleofagentic

AI’susescomes

froma

telecommunicationscompany

thatcreateda“nextbestexperience”engine.

AImodelsidentifiedwhencustomersmightneedhelporabetterofferand

thendeliveredpersonalized

messages

throughpreferredchannels.Humanoutreach

was

triggered

whenneeded.2“The

stateof

AIin2025:

Agents,innovation,and

transformation,”McKinsey,November5,2025.3HannahMayer,Lareina

Yee,MichaelChui,andRogerRoberts,

Superagency

intheworkplace:Empowering

peopletounlock

AI’sfull

potential,McKinsey,

January2025.4Seizingthe

agentic

AI

advantage,QuantumBlack,

AIbyMcKinsey,

June2025.5“The

stateof

AIin2025:

Agents,innovation,and

transformation,”QuantumBlack,

AIbyMcKinsey,November5,2025.6CharlotteRelyea,DanaMaor,

SandraDurth,and

JanBouly,

“Gen

AI’snextinflectionpoint:Fromemployeeexperimentation

toorganizational

transformation,”McKinsey,

August

7,2024.本报告来源于三个皮匠报告站（）,由用户Id:619989下载,文档Id:1126717,下载日期:2026-02-28WAdoptionof

AIinsome

formThe

State

of

Organizations

2026

8Thisreducedchurn,improvedmargins,andsignificantlyliftedengagement.Stakeholdersnowexpectsuch

features.Customerssee

AIas

thenewservicestandard,andemployeesincreasinglyexpect

toexperienceitsbenefitsinhow

they

workandreceivesupport.Organizations

thatdelay

risk

fallingbehindin

ways

thatmaybehard

to

recover

from.Taking

thesepotentialbenefitsintoaccount,

leadersinorganizations

thatpioneer

AIadoptionhaveasignificantlymorepositiveoutlook

thanothers

thatarenotas

faradvanced.

Almost

two-thirdsof

thesepioneers(64percent)expect

thatchangesin

thebroaderenvironment—includingin

theeconomy,politics,andconsumersentiment—willhavepositiveimpacton

their

organizationsover

thenextone

to

two

years,compared

with

45percentofnon-pioneers.Pioneersarealsomore

than

twiceaslikely

to

believe

that

theiremployees

willaim

forandachievemore(56percentversus26percent).7Inorganizations

withaclear

vision

for

AI’sfutureimpact,nearly90percentofleaders

activelychampion

AIadoption,showing

thatclarityofpurposedrivesstrongerleadership

engagementandaccelerates

transformation.Issues

to

addressAIstill

facesinternalresistancedespiteitspotential(Exhibit1).Oursurvey

suggeststhat

the

topbarrierinvolvesconcernsaboutAIitself,includingissuesofbias,intellectualproperty,and

thepotential

threatitposesto

jobs(46percent).

Thesecond

topbarrieraddressesregulatory,ethical,orlegalconcerns(44percent).

TheseconcernsareslightlyhigheramongEU-basedleaders(48percent),especiallyinGermany(56percent),

than

thoseinNorth

America(44percent)and

Asia–Pacific(41percent).

Third

isorganizationalchallenges,includingchangemanagementandissues

withbreakingdown

silos(39percent).These

findingsraisequestionsabouthoworganizationscanbuilda“test,learn,andadapt”mindsetandacultureof

continuousimprovement,andabouthowleadersredefine

rolesandresponsibilitiesina

worldin

whichmachinescan

think,orchestrate,decide,and

create.Regulatory,ethical,or

legal

concernsConcerns

about

AI

itself(bias,intellectualproperties,job

replacement,etc)Organizational

challenges(changemanagement,silos,etc)Inadequatetechnologyinfrastructure(legacysystems,incompatibility,etc)LackofclearstrategyorleadershipsupportFinancial

constraints(budget,investment,etc)Other

or

not

relevant

48

44

41

47

44

46

39

40

39

31

30

33

30

32

28

27 24

27

4

3

3Exhibit

1Survey

respondents

cited

concerns

about

AI,ethical

concerns,andorganizationalchallengesastopbarrierstoadopting

AI.Top

barriers

preventing

organizations

from

adopting

AI

at

scale,%of

respondents(n=3,763)

EuropeNorth

America

Asia–PacificNote:

RespondentswereaskedtoselectbarrierstoadoptionofexternallydevelopedAIsystemsortools

intheir

organizations.Source:

McKinseyStateofOrganizations2026Survey,JunetoSeptember2025,n

=10,018McKinsey&Company7Twenty-threepercentofleadersinour

surveyrepresentorganizations

that

wecall

AIPioneers.

Theseorganizationshaveclearunderstandingofhow

AI

willreshapeactivitiesandrequiredcapabilitiesandarerollingoutinternaland

external

AI

acrossmost

departments

and

functions.The

State

of

Organizations

2026

9To

strengthen

adoption,

leaders

need

todemystify

AI

across

theorganization,managefearsofjobreplacement,and

build

trust.Manyoftoday’sleadersfail

to

recognize

theimportance

of

ethicaland

other

concerns.Finding

the

right

formulaHowcanorganizationsmove

fromapatchworkofscatteredpilots

toamorecoherentandintegrated

AI-firstmodel?

The

goalis

torewire

theorganizationbasedonnewoperatingmodels.

The

journeystartswithidentifyinga

fewhigh-impactbusiness

domainsand

thenmoves

toreimaginingbusinessstrategy,structures,and

workflows

toredistribute

tasksbetweenhumansandmachines.Fourstepsalong

the

wayarecritical.Build

a

strategy

thatrecalibratesthebusiness

to

target

true

sourcesof

competitive

advantageTorealize

the

fullpromiseofagentic

AI,CEOsneed

to

work

together

with

theirchieffinance,

technology,andhumanresourcesofficers

torethink

theirapproach

to

AItransformationasacollectiveC-suiteagenda.

Inourexperience,adoptionaccelerates

when

chief

technologyofficerslead;organizations

with

thismodelscale

faster

than

those

where

CEOsleadalone.Build

flexible

technologyplatformsto

scale

AI

across

the

enterpriseFlexible

technologyinfrastructureenables

bothboughtandbuilt

AIsystems.

Thenext

generationofsuch

flexibilityliesin

the“AI

mesh”—whatQuantumBlackdescribesasacomposable,

vendor-agnostic

AIarchitecturethatallowsagents

tocollaborate,

sharecontext,andevolveacross

systems.Thisarchitectureprovides

theconnectivetissue

forscalabilityandcontrol,enablingorganizations

todeployandintegrate

AIsecurelyas

technologycontinues

toadvance.

While

feworganizationsoperate

with

fullyinterconnectedsystems

today,manyare

laying

thegroundwork.Forexample,one

largebankrecentlyusedhybrid“digital

factories”

forlegacyappmodernization.Human

workers

wereelevated

tosupervisory

roles,overseeingsquadsof

AIagents.Anotherretailbankused

AIagents

toreinvent

theprocessofcreatingcredit-riskmemos.88Seizingthe

agentic

AI

advantage,QuantumBlack,

AIbyMcKinsey,

June2025.The

State

of

Organizations

202610Rewire

structures

and

workflowsend

to

end

to

scale

AIThisrequiresorganizations

toshift

fromtraditional

functions

to

outcome-orientedoperatingmodels

thatare

flatter,

faster,andmore

fluid.

Structuresneed

toreflecthybrid

capabilityrequirements,creatingabalance

betweenhumansand

AI.Someorganizations

arealreadymakingstructuralchangesin

this

direction;

forexample,Modernaannounced

thati