2026亚太AI愿景转化为价值洞察报告：重构后台支撑职能 打造 AI 优先模式 Turning AI intent into value in APAC Rewiring support functions to be AI-first

TurningAIintentintovalueinAPAC

RewiringsupportfunctionstobeAI-first

July2026

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BCG

BostonConsultingGrouppartnerswithleadersinbusinessandsocietytotackletheirmostimportantchallengesandcapturetheirgreatestopportunities.BCGwasthepioneerinbusinessstrategywhenitwasfoundedin1963.Today)

weworkcloselywithclientstoembraceatransformationalapproachaimedatbenefitingallstakeholders–empoweringorganisationstogrow)buildsustainablecompetitive

advantage)anddrivepositivesocietalimpact.

Ourdiverse)globalteamsbringdeepindustryandfunctionalexpertiseandarangeofperspectivesthatquestionthe

statusquoandsparkchange.BCGdeliverssolutions

throughleading-edgemanagementconsulting)technologyanddesign)andcorporateanddigitalventures.Weworkinauniquelycollaborativemodelacrossthefirmand

throughoutalllevelsoftheclientorganisation)fueledbythegoalofhelpingourclientsthriveandenablingthemtomaketheworldabetterplace.

AIhasbecomeadefiningpriorityforleadershipteamsacrossAPAC.ItisnowfirmlyembeddedinCEOagendas,boarddiscussionsand

theexternalnarrativeoflistedcompanies.

However)whilemostorganisationshaveexperimentedwithpilotsandproofsofconcept)onlyaboutoneinfourareseeingsignificantvalue.Formany,AIispromising

buthashadlimitedmeasurableimpact.

Supportfunctionsprovideoneofthemostreliable

pathwaystoclosethegapbetweenintentandvalue.

AmeaningfulshareofAI-drivenvaluesitsinfunctions

suchasfinance,HR,technology,legalandrisk,and

customerservice,wherehigh-volumeworkflowsand

sharedservicemodelscanmakescalingfasterandlowerriskthancorebusinesstransformations.Butcapturing

thisvaluerequiresorganisationstoredesignthese

functionsasAI-first–structuringteamsand

WelookathowleadingAPACorganisationsaretransformingtheirsupportfunctionstobuild

durableadvantage,includingstructurallylowercosttoserve,fasterexecution,strongercontrolenvironments,andhigherservicequality.

processesaroundAItools)ratherthanapplyingAItoexistingstructures.

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AIistakingovertheleadershipagendainAPAC,butoutcomesarestilllagging

AcrossAPAC,AIhasbecomeastanding

leadershiptopic.In2025)roughlythreeoutoffour

executivesrankedAIamongtheirtopthreestrategic

priorities.Attheboardlevel)'digitaltransformationandAI'nowsitsatthetopoftheagendaformanydirectors

in2026.(SeeExhibit1).

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Thisshiftisalsovisibleinhowcompaniesspeakto

markets.MentionsofAIinearningscallshaveincreasedsharplyoverrecentyears)andannualreportsnow

referenceAIatalevelthatwouldhavebeenunusualevenafewcyclesago.AIhasmovedfromaspecialistthemetoadefaultnarrative.

Marketsareincreasinglyrewardingoutcomes.AImessagingandinvestmentarenolongerenough.Whatdifferentiatesleadingorganisationsistheir

abilitytoconvertinvestmentintorepeatablebusiness

impact–andthisiswheremanyorganisationsarefalling

short.BCG’sdatashowsonlyoneinfourcompaniesreportsignificantvaluefromAI,withthemajoritydescribingAIaspromisingbutnotyetdelivering.Whiletherearevariationsbycountry)thispatternisconsistentacrossmarkets.

(SeeExhibit2).

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SupportfunctionsareapragmaticroutetoscaledAIimpact

SupportfunctionsareoftenthemostreliableplacetostartscalingtheimpactofAI.BCG’sresearchindicatesthat

around40%ofAI-drivenbusinessvaluecansitinsupportfunctions.Supportfunctionstendtocomprisehigh-volumeandrepeatablework,withclearerrulesandmore

consistentdatapatternsthanmanyfrontlineorproductworkflows.Manyusecasesarealsoreusableacross

industries,whichacceleratesbothsolutiondesignand

adoption.Sharedservicesmodels,wherepresent,createanaturalscalingenginebystandardisingdelivery,

concentratingexpertiseandmakingchangeeasiertorolloutacrossgeographiesandbusinessunits.

(SeeExhibit3).

Inpracticalterms)supportfunctionscombinemeaningfulvalueatstakewithalower-riskpathtoimplementation.TheyofferawayfororganisationstobuildtheirAI

capabilitieswhiledeliveringresultsinproductivity)

servicelevels,cycletimeandcontroleffectiveness.

APACorganisationsarestartingtoproduceagrowingsetofexampleswhereAIisdeliveringtangibleoutcomesinsupportfunctions.

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Leadingorganisationsmakefourexecutive

choicestorewiresupportfunctionsforAIimpact

ThosecapturingvaluefromAIstandoutbymakingfourexecutivechoices.Thesechoicesinvolve:

Toachievetheseoutcomes)organisationsneedtorewiretheirfunctionsaroundAI)ratherthanfittingAIintoexistingstructures.

1.

2.

3.

4.

Settingaclearambition

Sharpeningtheirfocus

Establishingtherightoperatingmodel

Carefullysequencinginitiativesforimpact

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1.

Ambition:

Definethevalueoutcomeandhowitwillbemeasured

OrganisationsthatsuccessfullyscaleAIbeginwithacleartop-downambition,expressedasbusinessoutcomes,nottechnology.Theyspecifywhatsuccesslookslikeinhardterms,suchascostreduction,service-levelimprovement,

cycle-timeaccelerationorriskmitigation.Theyalsodefinescope,timelineandguardrails,includinggovernanceandriskcontrols,sodeliveryteamscanmovequicklywithoutresettingtherulesforeveryusecase.(SeeExhibit4).

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2.

Focus:

Prioritisefunctionsbyvalueandreadiness

DifferentsupportfunctionswillvaryinthevaluetheycanderivefromAIandtheirreadinesstoscaleAI.Ratherthanspreadingtheireffortacrossdozensofinitiatives,leading

organisationsconcentrateeffortonasmallnumberof

workflowswherevalueandreadinessarebothhigh,thentheyrewirethoseworkflowsendtoend.(SeeExhibit5).

Note:Thisisanillustrativeclientexampleandthiswillvaryfromonecompanytoanother.

Thisconcentratedeffortallowsorganisationstodeeply

transformfunctionsandcaptureclearvalue.Formost,

thefirstwaveoftransformationincludesareaslike

transactionalfinanceprocesses(procure-to-pay,order-to-cash,record-to-report),complianceandscreening,

servicedesksandcallcentreoperations.

Thisdeeptransformation,orend-to-endrewiring,of

supportfunctionsiskey.Itmeansredesigningworkflows,

embeddingAIintodecisionmaking,integratingAIintothetoolspeopleuse,andtrackingadoptionandimpactaspartofday-to-dayoperations.Itensurestheworkruns

differentlyandvaluebecomesrepeatable.

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3.

Operatingmodel:

Alignaccountability

RealisingvaluefromAIrequirescoordinationacross

technology,HR,riskandbusinessfunctions.Asaresult,operatingmodelsmustevolvetoenablecross-functionalownershipanddelivery.

LeadingorganisationsareelevatingAIleadershipclosertotheC-suite,oftencreatingdedicatedrolestooverseedata,digitalandAItransformation.Manyareadoptinghub-and-spokemodels,withacentralAIhubdefiningstandards

andplatforms,whilebusinessunitsowndeliveryandvaluerealisation.

Clearaccountabilityiscritical.Withoutexplicitownership,scalingstalls.OrganisationsareincreasinglydistinguishingbetweenownershipofAIplatformsandownershipof

AI-enabledproductsandvaluedelivery.Theyarealsointegratingpeople,riskandtechnologyconsiderationsundercross-functionalleadershipstructures.

(SeeExhibit6).

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4.

Sequencing:

Movefromfoundationalusecasestoenterprisescale

Transformationmustbesequenceddeliberately.WhenscalingAI,leadingorganisationsoftenbeginbyaligningleadershipontheAIambition,establishingatechnologyanddatafoundation,anddeliveringafewquick-winusecases.Inthenextphase,theyfullyreshapeselected

supportfunctions,embedAIintoworkflows,refreshtalentmodelsandbuildcommunitiesofpractice.

Overtime,provenapproachesareextendedacross

additionalfunctions,andproductivitygainsarereinvestedintofurtherAIcapabilitybuilding.Theendstateisa

connected,intelligentorganisationinwhichAI-powered

systemsamplifyhumanexpertiseandmateriallyenhanceefficiency,qualityandsupporttothecorebusiness.

(SeeExhibit7).

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Howtostart?

ClosingtheAIvaluegaprequiresdecisiveearlyaction.

Leaderscantakefivestepstokickstartmomentumandcreatetheconditionsforscaledimpact.(SeeExhibit8).

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2

3

reinforceexperimentation)accountabilityandlearningfromAI-supportedactivities.Overtime)AIuseshouldfeelembeddedineverydaywork–notexceptional.

Launchanorganisation-widetrainingcurriculumtoimproveAIliteracy.

Equiptheworkforcewithpracticalskills

andconfidence.Structuredprograms

shouldcoverresponsibleAIuse,effectiveprompting)collaborationwithAIsystems)criticalthinkingandleadingteamsinAI-

poweredenvironments.ThegoalisnotjusttoraiseAIawareness)buttoembed

capabilityindailypractice.

Identifyhigh-valueusecasestofundthejourney.

Selectafocusedsetofhigh-impactuse

cases)particularlyinsupportfunctions)

thatcangeneratenear-termvalueand

buildcredibility.Earlyresultshelpfundthejourney,sustainboardendorsementand

createmomentumforbroadertransformation.

StartwithadefinitiveAIambition.

DefineaclearAIambitionanchoredin

businessoutcomesandsecurebothboardandseniorexecutivebuy-in.Alignmentat

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5

thetopisessential.VisiblesponsorshipandexplicitaccountabilitysignalthatAIisa

strategictransformationpriority)notaseriesofisolatedexperiments.

SetaclearviewofthefutureAI-poweredoperatingmodel.

Developanenterprise-wideviewofwhattheorganisationshouldlooklikeinan

AI-enabledfuture–includingrequiredcapabilities)structuresandprocesses.

Clarifyhowplatformswillbebuiltand

governed)howvaluedeliverywillbeowned)andhowriskguardrailswillsupportscalingratherthanslowitdown.

BuildaculturewhereAIusebecomessecondnature.

Sustainedvaluedependsonbehaviour.LeadersmustmodelAIadoption

themselves)teamsshouldopenlysharewinsandlessons)andnewritualsshould

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Organisationsthatfollowthispathoffocusingonsupportfunctionstendtomovefasterthantheirpeerset.Insteadoftryingto

solveeverythingatonce)theyarebuildingproof)capabilityandmomentuminthepartsoftheenterprisewherescalingismostpractical)thenapplyingthoselessonsmorebroadly.

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