罗兰贝格-平台力量：共享能力如何驱动AI优先型组织+Platform+Power：How+Shared+Capabilities+Drive+AI-First+Organizations

STUDY

RolandBergeron

PeopleandOrganization

Platform

power

Howshared

capabilitiesdrive

AI-firstorganizations

CoverYaroslavKushta/GettyImages

Thepathtoafuture-prooforganization

Inthesetimesofunprecedentedchallengeandchange,organizationscannotaffordtositstill.Risingcost

pressures,shiftingmarketdemands,accelerating

digitalizationandpersistenttalentshortagesareforcingcompaniestoadaptfasterandmoredeliberatelythaneverbefore.Inshort,theymustbecomefuture-proof.

Ourreport"Craftingtomorrow:Shapingfuture-proof

organizationsinturbulenttimes"exploredhow

companiesmightachievethis.Weidentifiednine

essentialdimensionsfororganizingandoperatinga

company,coveringthemesfromleadershiptoinnovation.Successinthesedimensionsiswhatmakesexcellent

organizationsstandoutfromaverageones.Wesurveyedmorethan260businessleadersoneachdimensionto

determinewhatittakestobeanext-generationwinner–inotherwords,acompanythatsetsthefuturestandardinorganizationaldevelopmentthroughitsexemplary

structuresandprocesses.

Thisspin-offreportispartofourCraftingTomorrow

series,whichexamineseachoftheninedimensionsin

depth.Itfocusesonhowtounlockthepotentialof

platformstructures.Ourfindingsshowthatorganizationscombiningatleasttwoplatformtypesachievemateriallyhigherscalabilityandadaptabilitythanthoserelying

primarilyonhierarchicalmodels.Notably,60percentof

companiesthatscalebelowindustryaverageoperatenoplatformatall.Whilemanyhaveestablishedtechnologyplatforms,sustainedadvantageemergeswhenbusinessandcustomerplatformsareaddedwithclearownershipandfunding.Intheagenticera,platformsformthe

structuralbackbonethatenablesAItoscalesafelyandconsistently.

RolandBergeronPeopleandOrganization3

Organizationsofthefutureaddressninecoreshiftsintheiroperatingmodel

NEXT-GENWINNERS

…

Providetools

anddatathat

enablefaster,

informed

decisionsto

quicklyadaptto

changing

conditionsand

opportunities

INNOVATION&TECHNOLOGY

...mobilizeand

commitresources

toinnovation

…turnAIintoastrategicenabler

Providethe

stability,

resources,and

operational

efficiency

tointegrate

andscale

newbusiness

opportunitiesand

technologies

Fosteramindset

ofadaptability,

whereleaders

shapeaculture

thatencourages

flexibilityand

accountability

LEADERSHIP&CULTURE

…putDEIontheCEOagenda

…createahigh-

performance

culture

…redefine

leadershippriorities

Establisha

foundationfor

effectiveand

empowered

leadership,

toshapeand

transform

company

culture

ADAPTABILITY&

STRATEGICEXECUTION

…boostdecision-

…unlockthe

potentialofplat-formstructures

…harnessthe

peopleadvantage

makingspeedacrossalllevels

…setthefrontlinefirst

ORGANIZATIONALSCALABILITY

4RolandBergeronPeopleandOrganization

Fromhierarchiestoplatforms

Acrossindustries,thepaceofchangecontinuestoaccelerate.Marketexpectationsshiftrapidly,digitaldisruptionhasbecomeaconstant

force,andorganizationsmustdeliveratscale.Traditionalhierarchicalormatrix-basedstructuresbuiltforcontrolandpredictabilitystruggletokeeppacewiththisreality.Theirrigidlayersandslowdecisioncyclescannotmatchthevelocityoftoday'senvironment.

Againstthisbackdrop,anewclassofoutperformersisemerging:

organizationsthathaveredesignedthemselvesaroundplatform-basedoperatingmodels.Platformsarebuiltaroundsharedcapabilitiesthat

providedataaccessandreusableservices.Companiesthatoperatethemintegratecustomerjourneyswithbusinesscapabilitiesinto

modularsystemsthatenableinnovationwhilemaintainingoperationalstability.Thisevolutionisnotjuststructural–itmarksafundamental

transformationinhowworkiscoordinatedandhowvalueisdelivered.

Whileonlyabout15percentofcompanieshavefullyadopted

platformstructuresacrosscustomer,businessandtechnologylayers,thosethathavedonesoalreadydemonstratehigheragilityand

scalability.Bycontrast,themajoritystillrelyonhierarchicalpyramids–structuresthataresuitedtoknowledgesilosandstablevaluechains.Intheemergingagenticera,whereintelligentsystemsaugmentandautomatecomplexwork,suchpyramidsbecomeincreasingly

unsustainable.

Organizationsmustthereforeevolvetowardleaner,flatterandmore

fluidstructures.ThisshiftisultimatelydrivenbyAI:Scalableplatforms

providethearchitecturerequiredtodeployandgovernagenticsystemsatscale.TheycreatethemodularityandstandardizationthatAI-

enabledworkrelieson,formingabackbonethroughwhichautonomousagentscanoperatesafelyandintegrateacrosstheenterprise.

Inthismodel,teamspairhumanexpertisewithintelligentagents

todeliveroutcomesatapaceandqualitythattraditionalstructures

cannotmatch.Ratherthanrigidrolesandstaticteamboundaries,the

organizationofthefutureoperatesthroughblendedhuman-agentteams.

RolandBergeronPeopleandOrganization5

6RolandBergeronPeopleandOrganization

Shareofcompaniesoperatingoneormoreplatforms

50%

35%

15%

LowDEGREEOFMATURITYHigh

Tech+business+customerplatforms

Tech+businessplatforms

Tech

platforms

85%

ofcompanieshaveyettounleashthefullpotentialofplatforms,indicatingalowlevelofmaturity

RolandBergeronPeopleandOrganization7

Threeplatformtypes

Platformorganizationsreplacerigid,siloedstructureswithpurpose-built,cross-functionalunits.Ratherthanorganizingbyfunctionsorproductsalone,theyarestructuredaroundsharedcapabilitiesandclearend-to-endaccountability.

Attheircore,suchorganizationsoperatethroughplatformsthat

bundlecross-functionalresponsibilities,bringingtogetherproduct,engineering,design,operationsanddataexpertsintoasingleteam.Theseteamsareempoweredtomakedecisionsandmanagetheirownbudgetswithoperationalautonomy.

Whiletechnologyplatformshavebecomerelativelycommon,

particularlyindigital-nativecompanies,manyorganizationshaveyettofullyexplorethebroaderpotentialofplatformthinking.

Ourmodeldistinguishesthreetypesofplatformsthattogetherformthefoundationofatrulyplatform-basedenterprise:

1

Coretechnologyplatformsdeliverthedigitalbackbone:

cloudinfrastructure,dataplatforms,AItooling,integrationframeworks,securityservicesanddeveloperenvironments.Theseensurethatallteamscanbuildanddeployreliably

atscale.

2

Businesscapabilityplatformsprovidereusableservicesandspecializedenginessuchaspricing,reporting,identityandaccessmanagementorfulfillment.Theyreduceduplicationandimproveconsistencyacrosscustomerjourneysand

businessunits,actingasinternalsolutionproviderswithclearownership.

3

Customerjourneyplatformsowncompleteend-to-end

experiences,coordinatingeverystepfromonboardingandengagementtoissueresolutionandrenewal.Theyensure

seamless,personalizedinteractionsandcontinuouslyadaptjourneystomaximizecustomervalue.

8RolandBergeronPeopleandOrganization

Sampleofaplatformoperatingmodel:Howthepricingprocessbecomessimplerandfaster

2

CORETECHNOLOGY

JourneyownerProductteam

BUSINESSCAPABILITYPLATFORMS

PLATFORMS

API

platform

CUSTOMERJOURNEYPLATFORMS

Service,retain,renew

Reporting&analytics

Onboard&activate

AI&dataplatform

Securityplatform

Requests

Acquire

Pricing

3

1

RolandBergeronPeopleandOrganization9

1

Teamdevelopingrenewaljourney

Monitorsrenewalevents,orchestratesworkflow,manages

customertouchpoints,segmentscustomersandrisks,

determinesappropriatejourneytype,callsthepricingservice,triggersapprovalprocesses,integrateswithCRM,ERPand

billingsystems,andsoon.

2

Pricing-as-a-service

Providesallreusablepricingcapabilitiestobusinessteamsandcustomerjourneyteamsacrosstheorganization,including:

Pricingmodel

Develops,validates,monitors&continuouslyimprovespricingalgorithmsandmodels

Data&governance

Ensuresdatapoweringpricingiscomplete,trusted,documented&governed

PricingAPI&integration

ExposespricingcapabilitiestootherplatformsviaAPIs

PricingUI/tools

Providesuser-facingself-servicetoolsforbusinessteams

3

Securityplatform

Enforcespolicies,logsallprice-relateddecisionsforaudits,performsidentityandaccessmanagement,andsoon.

10RolandBergeronPeopleandOrganization

Howtoscalesmarter

Ourresearchshowsaclearpattern:Organizationsthathave

implementedplatformstructures–particularlythosewithatleast

twotypesinplace–demonstratesignificantlyhighersuccessinscalingtheiroperationsandadaptingtomarketchange.Notably,60percentofcompaniesthatreportscalingatratesbelowtheindustryaveragehavenoplatformatall.

Manyorganizationsbegintheirplatformjourneybybuildingasolid

technologyfoundation–forgoodreason:Coretechnologyplatformsofferingservicessuchascloudinfrastructure,datamanagementandautomationcreateascalablebackboneonwhichtherestofthe

organizationcanbuild.Butwhilethisisacriticalfirststep,thefull

potentialofplatform-basedoperatingmodelsisonlyrealizedwhenmultipleplatformtypes–particularlybusinessandcustomer-facingplatforms–areintroducedalongsidethetechnologyplatform.

Theabilitytoscalerapidlyandefficientlyincreasesdramaticallywhenplatformtypesarecombined,drivenbythepowerfulinterplayofsharedservices,autonomyandreusability.TechnologyplatformsserveasthebaselayerforscalingbycentralizingessentialcapabilitiessuchasdataaccessandAPIs,alongwithautomationtools,eliminatingtheneedforeachteamorfunctiontorebuildfoundationalsystems.Thissignificantlyreducestechnicaldebtandensuresconsistencyacrossthebusiness.

Asaresult,businessandcustomerplatformscanmovefasterand

innovatemoreeasily,deployingsolutionswithoutinfrastructurebarriers.

Whenbusinesscapabilityplatformsarelayeredontopofastrong

technologyfoundation,theybringcross-functionalownershipto

specializedareassuchaspricing,paymentsorproductfulfillment.Theseplatformsactasreusableenginesthatservemultiplepartsoftheorganization.Awell-designedpricingplatform,forexample,

canbeappliedacrossdifferentcustomerjourneysorproductlines,creatingconsistencywhileloweringtheoverallcostofchange.

Customerjourneyplatformsbenefitevenfurther.Withaccessto

sharedbusinessandtechnologycapabilities,theycanfocusentirelyonimprovingthecustomerexperience.Insteadofrebuildingbackendsystemsorduplicatingservices,theyplugintoexistingplatforms,

enablingfasteriterationandgreaterresponsivenesstomarketshifts.Thismakesexpansionintonewcustomersegmentsormarkets

significantlymoreefficient.

RolandBergeronPeopleandOrganization11

Shareofcompaniesthathavetheabilitytoscale

54%

16%

24%

15%60%

31%

11%

22%

67%

…aboveindustryaverage

…belowindustryaverage

…industryaverage

2–3typesofplatformsinplace

1typeofplatforminplace

Noplatformsinplace

12RolandBergeronPeopleandOrganization

Whatmakeshigh-performingplatformssuccessful

Thesuccessofplatformsisrootedinasetofdistinctiveoperating

principlesthatconsistentlyenablespeed,autonomyandaccountability.

Successfactorsforhigh-performingplatforms Cross-functionalteams Decision-makingpower Ownfunding&budgetingSplitleadership

First,high-performingplatformsoperatethroughgenuinelycross-

functionalteams.Thesearenotjustfunctionalrepresentativessittingtogether–theyareintegrated,collaborativeunitswhereproduct,

tech,operationsanddatashareasinglemissionanddeliverycycle.

Second,theseteamshaveindependentdecision-makingpower.

Insteadofwaitingforalignmentthroughlayersofhierarchy,platformteamssettheirownprioritiesandtakeownershipofoutcomes.

Third,theplatformshavetheirownfundingandbudgeting.Theydo

notcompeteforresourcesacrossfunctionsorprojectsbutaretreatedasstrategicinvestmentswithcleargoalsandperformancemetrics.

Lastly,high-performingplatformsaresupportedbysplitleadershipbetweenfunctionalexpertiseandoperationalexecution.Functionalleaderscontinuetodeveloptalentandsetstandardstoenable

excellenceacrossdomains.Butplatformleadersowndeliveryandbusinessimpact,withresponsibilityforrunningtheplatformdaytodayandensuringclarityandaccountability.

RolandBergeronPeopleandOrganization13

Thenextstep:PlatformsintheageofAIandagenticteams

AsAIbecomesapervasivecapabilityacrossorganizations,platformsandAIincreasinglyreinforceoneanother:AIdemocratizesaccesstoknowledge,accelerateslearningandreducesrelianceonindividual

expertise,whileplatformsprovidetheshared,scalablecapabilitybasethatallowsAItooperatesafelyatenterprisescale.Together,theyhelporganizationsmovebeyondhuman-centricbottleneckstoward

system-levelintelligenceandorchestration.

Asaresult,platform-basedoperatingmodelsevolvefromefficiency

mechanismsintothearchitecturalbackbonethatmakesagenticformsofworkpossible.Traditionalteams–evenwell-runcross-functional

productteams–remainconstrainedbyhuman-onlylimitationssuchashandovers,coordinationoverhead,fragmentedtoolingandthenaturalceilingsonteamcapacityandexpertise.

AI-enabledandagenticteamsrepresentastepchangeinhowworkisorganized.Theyaresmall,multidisciplinaryteamsthatcombinehumanjudgmentwithAIsystemsexecutingworkacrossdomains.Ratherthanowningisolatedfunctionsortasks,theytakeresponsibilityforend-to-endoutcomes.AIhandlesrepeatable,scalableworkflowswhile

humansprovidestrategicdirectionandgovernance–alongside

contextualunderstanding.Inthismodel,platformsbecomecriticalenablersofbothhumanandAIperformance.

Organizationsthatalreadyoperateinplatformsareparticularlywell

positionedtointegrateAIagentseffectively.Intheseteams,decision-

makingpowerandresponsibilityareunifiedacrosstheentireworkflow,eliminatingthetraditionalsplitbetweenupstreamanddownstream

functions.Thiscohesivestructurereducesfriction,acceleratesadoptionandallowsAIagentstobeembeddeddirectlyintoprocesseswithout

theneedforcomplexhandoversoralignmentacrosssiloedgroups.Asaresult,platformteamscanmorerapidlyrealizethebenefitsofAI-drivenautomationandorchestration,leveragingagentstooptimizeoutcomesacrossthefullvaluechain.

14RolandBergeronPeopleandOrganization

Successfactorsforhigh-performingplatforms

Platformscreatethefoundations……foranAImaturityleap

Reducefrictionandenable

interoperabilitybetween

humans,AIsystemsandservices

Enableteamstoassemblesolutionsratherthan

buildingfromscratch

Helpteamstoalignquicklywithoutheavyprocessorhierarchy

AllowAIsystemstolearn,generalizeandoperateeffectivelyacrossmanyusecases

EnsureAIactionsremaincompliant,traceableandalignedwithpolicies

Unifiedstandards

Reusablecapabilities

SharedcontextandcommonAPIs

Scale

Safe,governedenvironments

RolandBergeronPeopleandOrganization15

Outlook:Redesigntheoperatingmodelandidentifypilots

Shiftingtoaplatform-basedorganizationstartswithamindsetchange.Organizationaldesignbecomesdynamic,enablingscaleandAI-drivenleverage.

Platformsmultiplycompany-widecapabilitiesandsetsharedstandards,allowingAIagentsandhumanteamstooperatewithexpandedscope.

Theprocessbeginsbypinpointingwhereplatform

thinkingdeliversthemostvalue–suchasfragmentedcustomerjourneys,duplicatedcross-functional

capabilities,ortechnicalservicesthatgainfrom

standardizationandsharing.Bundlingtheseinto

platformsandexposingthemviaAPIs,workflowsanddataproductscreatesimmediateorganizationallift.

Next,re-architecttheoperatingmodelaroundtheseplatforms:Shiftfundingfromprojectstoproducts,

establishplatformgovernancewithclearownership,movetooutcome-basedexecutionandenable

agenticteamstobuildonreusablecapabilities.

Startwithoneortwohigh-potentialplatformsandpilottheagentic-teammodel.ValidatehowhumansandAIagentsdeliverend-to-endoutcomesusingunified,scalablecapabilitiesbackedbystandards.Expandgraduallyasadoptiongrowsandadjacentdomainsbenefit.

Platformadvantagedependsonhowsharedcapabilitiesarestructuredandgoverned.OrganizationsthatredesignaroundplatformswilloperateasAI-firstenterprises

atscale.

16RolandBergeronPeopleandOrganization

Yourcontacts

atRolandBerger

CyrusAsgarian

SeniorPartner,GlobalPlatformHead

cyrus.asgarian@

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SeniorPartner,GlobalPlatformCo-Head

viktoriya.bondarets@

NinaFeuersinger

Partner

nina.feuersinger@

MarynaFinkelshteyn

Partner

maryna.finkelshteyn@

FabianHuhle

SeniorPartner

fabian.huhle@

NielsKammerer

Partner

niels.kammerer@

SaschaKleebaur

Senior