mckinsey -从采用到影响：人工智能转型的三个视野 From adoption to impact Three horizons of AI transformation

July2026

Mckunsey

Quarterly

People&OrganizationalPerformancePractice

Fromadoptiontoimpact:ThreehorizonsofAI

transformation

MostorganizationsarestillearlyintheirAIjourneys.Anewglobalsurvey

revealshowcompaniescanprogressfromindividualadoptiontoenterprise-widevaluecapture.

ThisarticleisacollaborativeeffortbyAaronDeSmet,DrewGoldstein,HollyPrice,andTanguyCatlin,withLauraPineault,NicoletteRainone,andSusannAlmasi,representingviewsfromMcKinsey’sPeople&Organizational

PerformancePracticeandQuantumBlack,AIbyMcKinsey.

Fromadoptiontoimpact:ThreehorizonsofAItransformation2

AIisnowthetoptechnologyspendingpriorityformanyorganizations,asleadersputpowerfultoolsintoemployees’hands,automatepartsofexistingworkflows,andurgepeopleto

experiment.Yetresultsarestillfallingshortofleaders’ambitions.

Thereasonisbecomingclearer:AIdoesnotcreateenterprisevaluesimplybecausemorepeopleuseit.Individualproductivitygainsmatter,but

theyrarelytranslateintolasting

advantage

whentheorganizationaroundthemstaysthesame.

Companiesmovingfurthestaheaddotwocrucialthingsdifferently.First,theyfocusonareas

whereAIcan

createthemostvalue

,redesigningandrewiringworkflowsaroundwhatthe

technologymakespossible,ratherthanspreadingpilotsacrosstheorganizationorsimply

automatingexistingprocesses.Second,theytreatAItransformationasanorganizationalchangeeffort,notjustatechnologydeployment,byinvestingintheworkflows,behaviors,skills,

leadershippractices,and

changemanagement

neededtomakenewwaysofworkingstick.

TobetterunderstandemployeeandorganizationalreadinessforAI-enabledtransformation,weconductedaglobalsurveyof750employeesandleadersacrossindustries.Theresultsshow

thatmostorganizationsarestillearlyintheirAItransformationjourney—andthatemployeesaremorereadytouseAIthantheirorganizationsaretochangearoundit.ClosingthatgapmaybethedifferencebetweenAIactivityandAIvalue.

Wegroupedorganizationsintothree“horizons”basedonhowdeeplyAIisembeddedindailywork.

1

Inthefirst,enablement,organizationsofferindividualemployeesaccesstogeneral-

purposeAItoolsthatassistwithpartsoftheirexistingjobs.Inthesecond,automation,

companiesautomateandimproveexistingcross-functionalworkflowsusingAIatscale.Inthethird,reinvention,theycreativelyreimaginehowworkgetsdonebyredesigningroles,

workflows,andoperatingmodelstoleverageAI’sfullpotential(seesidebar,“Abouttheresearch”).

Oftheleaderswesurveyed,only11percentsaythattheirorganizationsareinthereinventionhorizon,andthemajorityacrossallthreehorizonssaythatAIhasyettodelivermeaningful

enterprisevalueintermsofbusinessperformance,costsavings,employeeexperience,orcustomeroutcomes.

2

ThesurveyresultsprovideacurrentsnapshotoforganizationsatdifferenthorizonsofAI

transformationmaturity.

GivenhowrapidlyAIcapabilitiesareevolving

,itisnotsurprisingthat

organizationsarestilllearninghowtotranslateindividualproductivitygainsintoenterprise-levelimpact.

Inthisarticle,weexaminehoworganizationsarecapturingvalueacrossthethreehorizonsofAItransformation:enablement,automation,andreinvention.Wealsoidentifythepeopleand

culturefactorsthatmattermostineachhorizon,andwhatleaderscandonowtoturnexperimentationintosustainedenterpriseperformance.

1Respondentsansweredquestionsusedtocategorizethemintothesehorizonsbasedontheentireorganization(85percent),theirunitordepartment(11percent),ortheirworkgrouporprojectteam(4percent).

2Resultsonenterprisevalueimpactarebasedonacompositeaggregatingacrossfoursurveyquestionsthataskedabout

measurableperformanceimprovementsfromAIonbottom-line,costsavings,employeeexperience,andcustomeroutcomesdimensions.

Fromadoptiontoimpact:ThreehorizonsofAItransformation3

Abouttheresearch

TobetterunderstandthepeopleandculturefactorsthatmattermostforAItransformations,weconductedanAIIndividual&OrganizationalReadinessAssessmentPanelSurveyof750English-speakingemployeesacrossjoblevelsinNorthAmerica,Europe,Asia–Pacific,LatinAmerica,andEasternEurope,theMiddleEast,andAfrica.ThesurveydatawascollectedfromFebruarytoApril

2026.Toqualifyforthesurvey,employeesneededtoreportincorporatingAIintotheirworktoensurethattheycouldmeaningfullyanswersurveyquestions.Respondentsansweredquestionson

organizationalandpersonalAIreadinessandenterprisevalue,aswellasselectquestionsfrom

McKinsey’sOrganizationalHealthIndex

andadditionalquestionsofrelevancetoAItransformations(forexample,anxietyaboutAI).

Thesurveypanelinsightsarebasedonindividualemployeeresponsesandarenotrepresentative

accountsoftheirorganizations.Onlyexecutives,seniorleaders,andmiddlemanagersrespondedtotheorganizational-readinessandenterprisevaluequestions.Asaresult,samplesizesfor

organizationalreadinessandenterprisevalueresults(608respondents)aresmallerthanforpersonalreadiness(750respondents).Asubsetof717respondentsacrosslevelswasreliablyclassifiedintoasingleAImaturityhorizon(forexample,enablementorautomation)basedonresponsestoquestionsabouthowAIisbeingincorporatedintowork.

Whilethoseinmoreadvancedcategoriesmayhavesatisfiedcriteriaformultiplehorizons,theywereclassifiedonlyattheirhighestqualifyinglevel.Resultsontherelationshipbetweenreadinessfactorsandenterprisevaluewithineachhorizonarebasedonasubsetof582leaders.Toensuresufficientrepresentationacrossallthreehorizons,recruitmenttargetedrespondentsfromorganizationsin

moreadvancedhorizons.Asaresult,estimatesmaynotreflectoverallmarketprevalence.

MostemployeesarereadyforAI.Mostorganizationsaren’t.

EmployeeandorganizationalreadinessarecrucialtocapturingvaluefromAI.Weaskedall750surveyrespondentstoratetheirpersonalreadinessandasubsetof608leaders(executives,

seniorleaders,andmiddlemanagers3)toratetheirorganizationalreadiness.Wedefinedthesecategoriesasfollows:

—Personalreadinessreflectsnotjustadoption,butwhetherindividualemployeesreport

feelingsupported,capable,andwillingtoworkdifferentlywithAI.Itincludeswhethereachemployeehasaccesstotherighttools,understandshowtousethem,andtruststhe

organizationtoprovidesupportthroughcontinualchange.

3Wecategorizedrespondentsasexecutiveteam(15percent),topmanagement(35percent),middlemanagement(31percent),

frontlinemanagement(13percent),andindividualcontributororfrontlineworker(6percent).Onlyrespondentscategorizedas

executiveteam,topmanagement,andmiddlemanagementansweredquestionsonorganizationalreadinessandenterprisevalue.

Fromadoptiontoimpact:ThreehorizonsofAItransformation4

—Organizationalreadinessreflectswhetherleadersreportthattheirorganizationisreadytomakethepeopleandculture

shiftstobecomeanagenticenterprise

.Itgoesbeyond

deployingtoolstoredesigningworkflowsaroundAIandbuildingfoundationalAIfluencyamongleadersforthemostsignificantupskillingeffortindecades.Itrequiresallocatingresourcestonewwaysofworking(includingstrategicworkforceplanning)andreshapingtheculturalandbehavioralnormsneededtosustainchangeovertime(Exhibit1).

Exhibit1

personalandorganizationalreadinessarebothessentialforcapturingvaluefromAItransformations.

TwodistinctcategoriesofAlreadiness

personalreadiness

Doindividualemployeesfeelsupported,

able,andwillingtoworkdifferentywithA1?

Enablers

understandingandconviction●Leadercommitment

Toolsandsystems

osupportandtraining

Dailyworkadaptation

Riskandcompliance

Experimentation

Trustintheorganization

Fluency

oself-efficacy

Alusage

Respo"sibleAlusage

Intention

ntentiontouseA

ReadinessforAI-centricwork

organizationalreadiness'

Doleadersperceivetheirorganizationasreadytomaketheshiftsneededforanagenticfuture?

strategyoRoadmap

Resourceallocation

workflows

oworkflowredesign

Talent

ostrategicworkforceplanning

structure

oorganizationalredesign

Governance

Leadership

oLeaderfluency

cultureandskills

Behaviorshifts

HRandtalentsystem

HRtransformation

Note:personalandorganizationalreadinesscomprisedifferentunderlyingconceptsandsurveyquestions.

1organizationalreadinessquestionsaskedtoasubsampleof608leaders(executives,seniorleaders,andmiddlemanagers).

source:MckinseyAIIndividual&organizationalReadinessAssessmentpanelsurvey,Feb-Apr2026,analyzing750English-speakingemployees

Mckinsey&company

Fromadoptiontoimpact:ThreehorizonsofAItransformation5

Thesurveyrevealsastrikingreadinessgap:While70percentofrespondentssaytheyfeel

personallypreparedtoadoptanduseAI,only27percentofleadersbelievetheirorganizationsarereadytomaketheshiftsneededforanagenticfuture(Exhibit2).OrganizationsarelivingintwodifferentAIrealities:EmployeesareadaptingtoAIfasterthantheinstitutionstheyworkin,afindingconsistentwith

McKinseyresearch

.4ThechallengeisnotAIadoptionbyemployees,buthowleaderscandriveorganizationalchangestocapturevalue.

Exhibit2

AmajorityofrespondentsarereadytoworkwithAl,whileorganizationsoverallaremuchlessprepared.

personalreadiness,%ofallrespondentsorganizationalreadiness,%ofleaderrespondents

ofrespondentsacrossjoblevelssaytheyarepersonallyreadyforAl

ofleaderssaytheirorganizationisreadytomaketheshiftsneededforanagenticfuture

Note:percentagesshownaretheshareofrespondentswithameanscore≥4onseparatecompositesaggregatingacrosssurveyquestionsforpersonalreadinessandorganizationalreadiness;allquestionswereaskedona5-pointagreementscale.

source:MckinseyAIIndividual&organizationalReadinessAssessmentpanelsurvey,Feb-Apr2026,analyzing750English-speakingemployees;

organizationalreadinesspercentageisbasedonasubsampleof608leaders

Mckinsey&company

Whyorganizationalreadinessmattersmore

TheresearchalsoshowsthatorganizationalAIreadiness,notpersonalreadiness,ismost

stronglyassociatedwithcreatingenterprisevalue.Organizationalreadinessaccountsfor48percentofthedifferencebetweenleaderswhoreportcapturingvaluefromAIandthosewhodon’t,whilepersonalreadinessaccountsfor25percentofthatdifference.

Thissuggeststhatanorganization’sabilitytoevolveitsworkflows,operatingmodel,leadershipbehaviors,andcultureisnearlytwiceasimportantaspersonalreadinesstoadoptAIin

4HannahMayer,LareinaYee,MichaelChui,andRogerRoberts,“

Superagencyintheworkplace:EmpoweringpeopletounlockAI’s

fullpotential

,”McKinsey,January28,2025.

Fromadoptiontoimpact:ThreehorizonsofAItransformation6

determiningwhetherthetechnologydeliversmeaningfulbusinessvalue.

Eventhoughorganizationalreadinessismoreimportantforvaluecapture,leadersshouldnot

downplaypersonalreadiness.Bothtypesofreadinessareprecursorstothechangejourneythatorganizationsandtheirpeopleneedtoundertake.

Infact,thesefindingshighlightacriticaldistinctionbetweenindividualAIadoptionatscale,

whichmostcompaniesarepursuing,andAI-enabledtransformation,whichisstillrare.IndividualAIadoptionatscalemeansemployeesareusingAItoolsforabroadrangeofactivities—from

draftingemailsandsummarizingmeetingnotestoanalyzingdata,creatingpresentations,and

preparingforleadershiporclientinteractions.Yetwhileindividualsmayworkfaster,thebroaderorganizationoftencontinuestooperateasitdidbefore.

AI-enabledtransformationrequirestheorganizationasasystemtofundamentallychangehowworkgetsdone,howdecisionsaremade,howteamsareorganized,andhowvalueiscreated.OrganizationalreadinessremainsboththebiggestblindspotandthegreatestopportunitytoachieveAI-enabledtransformation.

LeaderscreatetheconditionsforAItransformationsuccess

Formanyleaders,thechallengeisrecognizingtheextenttowhichtheoperatingmodelitself

mustevolve.Thisiswhytheleadershipmantrato“bringemployeesalong”mustmeanmorethanjustencouragingpeopletouseAItools.Therealworkisleading

behaviorchangeatan

institutionallevel

.

OrganizationscreatingthemostvaluefromAIarereshapingnorms,workflows,decisionrights,rolesandstructures,resourceallocation,andperformanceexpectations.Trustisalso

critical—notonlyinAIasatechnology,butalsointheorganizationanditsleaderstoguidepeoplethroughmeaningfulchangeandsupportthemthroughdisruption.

ForleadersembarkingonAItransformation,corequestionsincludethefollowing:

—WherewillAIcreatevalue?

—Howwillworkneedtochangetocapturethatvalue?

—WhatskillsdoIneedtodevelop?

—HowdoImanageahuman-and-agentssystem?

Thosechoicesdonotemergeorganicallyfrombottom-upexperimentationalone.SeniorleadersmustbefluentenoughinAI’simplicationstoarticulateaboldvisionforhowtheorganization

evolves.

Fromadoptiontoimpact:ThreehorizonsofAItransformation7

Reinventionisadistantgoalformostorganizations

Giventhemagnitudeofchangerequired,feworganizationsarereinventinghowworkgetsdonewithAI.Basedonleaderresponses,nearly90percentoforganizationsremaininthefirsttwo

horizonsofAImaturity(Exhibit3).

Exhibit3

rganizationsfallintothreehorizonsofAlmaturity·

shareofleaderrespondentsineachhorizon,'%

46

43

Horizon1:Enablement

offeringemployeesaccesstogeneral-purposeAItoolsto

supportandaugmenttheirwork

Horizon2:AutomationusingAItoautomate

andimproveexisting

workflows

Horizon3:Reinvention

creativelyreimagininghowworkisdoneandhowvalueiscreated,enabledbyAl

'Respondentscategorizedintohighestqualifyinghorizonbasedonresponsesto4surveyquestions:howAlisincorporatedintowork,thepercentof

tasksexecutedprimarilybyAISystems,thecomplexityofautomatedtasksorprocesses,andtheextenttowhichhowworkgetsdoneandvalueiscreatedhasbeenfundamentallyreimagined.

source:MckinseyAIIndividual&organizationalReadinessAssessmentpanelsurvey,Feb-Apr2026,analyzing750English-speakingemployees;percentagesshownarebasedonsubsampleof582leaderswhocouldbecategorizedinto1ofthe3horizons

Mckinsey&company

Whileonly11percentofleadersreportthattheirorganizationsareinthereinventionhorizon,thisgroupismostlikelytocapturemeaningfulenterprisevaluefromreimagininghowworkisdone

withAI.Forty-eightpercentofleadersinthisgroupreportrealizingenterprisevalue,comparedwith24percentintheautomationhorizonand13percentintheenablementhorizon.

Oftheleaderswesurveyed,84percentintheenablementhorizonand68percentinthe

automationhorizonsaytheirorganizationsaren’treadytomakethepeopleandcultureshifts

neededforanagenticfuture.Evenamongtheleadersinthereinventionhorizon,44percentsaytheirorganizationsaren’treadytomaketheseshifts.

Mostorganizationsarestillbuildingthecapabilitiesandexperiencesneededtocapture

enterprisevaluefromAI.Thesurveyresultsprovidearoadmapforhowleaderscanmakeprogressalongtheway.

Fromadoptiontoimpact:ThreehorizonsofAItransformation8

AIcreatespotential.Peoplecreatevalue.

Noteverycompanycanreachreinventionquickly;manyinthefirsttwohorizonsmustfirst

establishaclearbusinesscase.Ourresearchidentifiesthepersonalandorganizational

readinessfactorsthatmoststronglypredictenterprisevaluecaptureineachhorizon,basedonleaders’responses.

5

Buildtrustnomatteryourstartingpoint

Thesurveyresultsshowthattrustintheorganizationisthecriticalreadinessfactoracrossallthreehorizons.EmployeesneedtotrustthattheorganizationwillsupportthemthroughAI-

relatedchange,notsimplyexpectthemtoabsorbit.

6

AItransformationcanfundamentallyalterhowpeoplework,whattheyareresponsiblefor,andhowtheyperceivetheirvalueinthe

organization.Employeesneedleaderstobehonestaboutwhatischanging,clearabout

expectations,andfairinhowtheysupportpeoplethroughthetransition.Whenthattrustisestablished,employeesatalllevelsaremorewillingtogoonthejourneyandbepartofthechange.

RespondentsacrossalljoblevelsandhorizonsreportanxietyaboutAI-relatedchangesatwork,whichunderscorestheimportanceofleadershipinthismoment.Middlemanagersreport

particularlyhighlevelsofanxiety,withoneinfourexpressingconcerncomparedwithoneinfiveindividualcontributors.Respondentswhoreportlowtrustintheirorganizations’supportduringAItransformationare1.5timesmorelikelythanthosereportinghighlevelsoftrusttofeel

anxiousaboutworkplacechangesrelatedtoAI.

7

OneimportantdistinctionemergingintheAIconversationisthedifferencebetweenreducing

anxietyandbuildingtrust.Thetwoarerelated,buttheyarenotthesame.Leadersoften

respondtoemployeeconcernsbytryingtoreassurethemthatAIwon’tdisrupttheirjobsor

dramaticallychangetheorganization.Thatmaytemporarilyreduceanxiety,butitdoesn’t

necessarilybuildtrust,particularlyifemployeessuspectthoseassurancescan’trealisticallyholdovertime.Inaperiodofdisruptionassignificantasthis,someanxietyisbothunderstandable

andappropriate.Thegoalisnottoeliminateanxietyaltogether,buttobuildtrustthroughuncertaintyandchange.

Leaderscreatetrustbycommunicatingwhattheyknow—andwhattheydon’tknow.Employeesaremorelikelytotrustleaderswhoacknowledgeuncertaintyhonestlyandexplainhow

decisionswillbemade.Trustisalsobuiltonwhatleadersdo,andwhethertheyfollowthroughoncommitments,investinemployeecapabilities,andredeploytalentasrolesandworkchange.Inoursurvey,organizationswithhigherlevelsoftrustreportcapturinggreatervaluefromtheirAIinitiatives.

Horizon1:Enablement

WhileorganizationsinthefirsthorizonarefocusedondeployingAItoolstodraftpresentations,summarizemeetings,andprepareforclientinteractions,thoseseeingbusinessvaluearealso

5Onlyleadersweresurveyedonenterprisevaluecapture.ThesefindingsareconsistentwithotherMcKinseyresearchcitedinthisarticle,suggestingbroaderworkforcerelevance.

6RichardEdelman,“TrustisthemissingingredientintheAIboom,”Edelman,November18,2025.

7WeobservedastatisticallysignificantnegativerelationshipbetweenAIanxietyandtrustintheorganization.

Fromadoptiontoimpact:ThreehorizonsofAItransformation9

changingbehaviorsandredesigningworkflowstointegrateAIacrossthebusiness.

Attheorganizationallevel,leadersare5.3timesmorelikelytoreportenterprisevaluecapture

whenworkflowsareredesignedthanwhentheyremainunchanged(32percentversus6

percent,respectively).Realizingthosebenefitsrequireschangeattheworkflowlevelbutalsoattheindividualemployeelevel.Thisisreflectedinthefactthatdailyworkadaptationemergedasthemostimportantconceptinpersonalreadinessforenterprisevaluecapture,accordingto

respondents(Exhibit4).

Exhibit4

Fortheenablementhorizon,enterprisevaluecomesfromredesigninghowworkgetsdone,notjustgivingemployeesaccesstotools·

shareofleaderrespondentswhoreportedhighenterprisevalueimpact,'%

Note:statisticallysignificantpositivepredictorsofenterprisevalueimpactforrespondentsinenablementbasedonseparateregressionmodelsfororganizationalreadinessandpersonalreadinessconcepts;orderedbytheratiobetweenhighandlowreadinesswithineachcategory.

'percentagesshownaretheshareofrespondentswithameanscore≥4onacompositeaggregatingacrossenterprisevalueimpactsurveyquestions;highreadinessreferstomeanscores24oneachconcept,whilelowreadinessreferstomeanscores<4;allquestionswereaskedona5-pointagreementscale.

source:MckinseyAlIndividual&organizationalReadinessAssessmentpanelsurvey,Feb-Apr2026,analyzing750English-speakingemployees;percentagesshownarebasedonsubsampleof267leadersinenablementbecauseenterprisevaluequestionswereshownonlytoleaders

Mckinsey&company

Organizationsinthishorizonfacetwodistinctchallenges:first,movingemployeesbeyond

experimentationtosustainedAIuse;andsecond,rewiringaspectsofworkthatcanbe

performeddifferentlywhileacceleratingshiftsinbehaviortocapturevaluefromthesechanges.

Unfortunately,manyorganizationsareexperimentingwithAIinwaysthatdon’tmeaningfully

improveproductivity.Employeesgainpersonalefficiency,buttheirfreed-upcapacitydoesn’t

necessarilytranslateintobusinessimpact.Theymayspendmoretimeonpersonallyinteresting

Fromadoptiontoimpact:ThreehorizonsofAItransformation10

pursuits,butthoseprojectsaren’talwaystiedtoenterprisepriorities.

Eveninthisearliesthorizon,achievingenterprise-levelvaluefromAIrequiresemployeesto

adjusttheirdailyworkroutineswhileorganizationsmakeformaladjustmentstoworkflows,

clarifyexpectationsabouthowpeopleshouldworkdifferently,andchannelfreed-upcapacitytowardhigher-valuebusinesspriorities.

Thefocusislessondevelopingadvancedcapabilitiesandmoreonestablishing

baselinefluency

inusingandmanagingAItoolsandintegratingAIintodailyworkflows.Gettingthisworkflow

redesignrightalsoinvolvesbuildingsharedunderstandingandalignmentsoemployeesarebroughtintothetransformationand

inspiredtoembraceAI

ratherthanfeelingsidelinedbyit.

Horizon2:Automation

OrganizationsinthesecondhorizonareusingAItoautomateend-to-endcross-functional

processes.Forleadersreportingthattheirorganizationsarepursuingthishorizonofchange,operatingmodelchangesemergeasacriticalpredictorofvaluecapture.

Theseorganizationshavealreadydeployedgeneral-purposeAItoolstohelpemployeeswithindividualtasks.TheyarenowusingAIatscaletotransformend-to-endworkflowsthatcutacrossfunctionalandstructuralsilos.Forinstance,AIsystemscanroutecustomerrequests,generateresponses,andescalatecomplexcasestohumans.

Buttheyaren’tjustautomatingworkflows;theyarealsooptimizingandimprovingthem.What

keepstheseorganizationsfromadvancingtothereinventionhorizonisthattheyarestillstartingwiththecurrentstateandoptimizingit,ratherthanreimaginingwithablankslate.

Topdriversofvaluecaptureinthishorizonincludeestablishingasystems-levelvisionfor

redesigningtheorganization,creatingaroadmapanchoredinbusinessvalue,actively

reallocatingresources,andchangingtheorganization’sstructureandformalrolestotake

advantageoftheprocesschanges.Thesestructuralandresourcechangescancreateperceivedwinnersandlosersintheorganization,fuelingresistancetochangeamongsomeleaders.

Attheorganizationallevel,leadersare3.9timesmorelikelytoreportenterprisevaluecapturewhentheirleadershipteamsdemonstratehighAIfluencycomparedwithwhenteams

demonstratelowAIfluency(35percentversus9percent,respectively),reflectinghowcriticalitisforleaderstohavethetechnologicalknowledgeandunderstandingofAI,inadditionto

businessdomainexpertise

.

Atthepersonallevel,leaderswhoreceivethesupportandtrainingneededtobuildnewskillsasAIchangestheirworkare3.3timesmorelikelythanthosewhodon’ttoreportenterprisevaluecapture(30percentversus9percent).Together,thesefindingssuggestthatorganizationsneedbothAI-fluentleadershipandstrongsupportforcapabilitybuildingasAIreshapeswork(Exhibit5).

Exhibit5

Fromadoptiontoimpact:ThreehorizonsofAItransformation11

Fortheautomationhorizon,enterprisevaluecomesfromleadership,strategy,structure,andtalent.

shareofleaderrespondentswhoreportedhighenterprisevalueimpact,'%

Note:statisticallysignificantpositivepredictorsofenterprisevalueimpactforrespondentsinautomationbasedonseparateregressionmodelsfororganizationalreadinessandpersonalreadinessconcepts;orderedbytheratiobetweenhighandlowreadinesswithineachcategory.

'percentagesshownaretheshareofrespondentswithameanscore24onacompositeaggregatingacrossenterprisevalueimpactsurveyquestions;highreadinessreferstomeanscores≥4oneachconcept,whilelowreadinessreferstomeanscores<4;allquestionswereaskedona5-pointagreementscale.

source:MckinseyAIIndividual&organizationalReadinessAssessmentpanelsurvey,Feb-Apr2026,analyzing750English-speakingemployees;percentagesshownarebasedonsubsampleof252leadersinautomationbecauseenterprisevaluequestionswereshownonlytoleaders

Mckinsey&company

Horizon3:Reinvention

Organizationsinthethirdhorizonhaveprogressedfromautomatingprocessestoreimagining

howworkgetsdonewithAIatthecore.Eachhorizonbuildsonthepreviousone,meaningallthechallengesinvolvedinenablementandautomationapply.Butorganizationsinthishorizonare

nolongerstartingwiththecurrentstateandautomatingit.Instead,theyareredesigningwork,roles,workflows,andoperatingmodelsfromscratch.

Reinventionisboththemostdifficultlevelofchangeandwherethegreatestpotentialvaluelies.Theopportunityextendsfarbeyondtechnologydeployment.Increasingly,theconstraintis

leaders’abilitytocreativelyreimaginehowworkgetsdonewithAI.

Inthishorizon,organizationsarenotjustevolvingemployeebehaviors(asweseeinthe

enablementhorizon);theyareshiftingcollective,organizationalbehaviors.Thesecultural

changesdefinehowleaders“runtheplace”andhowtheorganizationoperatesatitscore.

Leaderresponsessuggestthat,inthishorizon,behaviorshiftsatthe