2026+人才与+AI+智能体劳动力：CIO+和+CHRO+的协同之道+Talent,+the+Agentic+AI+Workforce,+and+How+CIOs+and+CHROs+Must+Work+Together

Talent,theagenticAIworkforce,

andhowCIOsandCHROs

mustworktogether

AsagenticAIplaysamorecentralrole,leadersmust

forgeadedicatedtalentstrategyandplanforafuture

inwhichsupervisionwillbecritical.

©OliverWyman2

Ourpointofview

AIischangingthegameinITtalentmanagement,withcompaniesunderrisingpressuretoensuretheyareproperlyequippedtomanagefrontiertechnologies.CIOsandCHROsshouldnowshareresponsibilityforaflexibleITworkforceplan,whichmustreflectAI’simpactoncurrentandfutureemployees,aswellasprotectthejuniorpipeline.

AgenticAIisreshapingbothITandtheworkforcethatdeliversit.Tooptimizetheirtalent

strategies,leadingorganizationsaretreatingagentsnotjustasanothersoftwareinstallationbutaspartofanaugmentedworkforce.That’sbecauseofAI’suniqueskillset,whichmeansthatframingitsimplyasacostlever,reductioninforce(RIF),ortoolingexerciseleavesvalueonthetableandfailstoaddresstheskillgapsthatstrategicplanningcouldclose.

Inmanyindustries,junior-levelrolesareunderpressure.Butcuttingthejuniorworkforcetodaywillweakenthecohortexpectedtobecometomorrow’sleaders,justasdemandforthose

leadersrises.Publicdebateoftencentersonmassunemployment.Butthemoreimmediateorganizationalriskisastrategicmisstep,treatingAItacticallyratherthanplanningdeliberatelyforthefutureITfunctionandworkforce.

Thispapersetsoutsomecriticalchoices:howrolesneedtochange,whystrategicworkforce

planningisurgent,andwhattheCIOandCHROmustjointlyown.ItalsoproposesfiveactionsthatwilldeterminewhetherITworkforcestrategywillcaptureordestroyvalueintheyearsahead.

WhatisagenticAI

Softwarethatreasons,selectsitsowntools,andactswithboundedautonomyacrossmulti-stepwork—movingITfrom“AIasatool”to“AIasacoworker”whichmustbesupervisedinsteadofoperated.

3%

©OliverWyman3

Agentsarealreadycontributingmateriallyto

ITdelivery.ButsplittingresponsibilitybetweentheCIOandCHROisamistake

AgenticAIismovingrapidlyfrompilotstoeverydayITdelivery.Manyorganizationshave

treatedthisevolutionastwoseparatetalentproblems:productivityfortheCIOandheadcountfortheCHRO.Butthatdistinctionistoonarrow.AgenticAIchangesroles,skills,progression,capacity,andthewayworkissupervised,soworkforceplanningandtheproductivityagendashouldideallymovetogether.

Agentscreateagovernanceproblemandaworkforceprobleminparallel.Identity,autonomy,cost,andcontrolneedtechnicalgovernance.Roles,accountabilities,skills,andprogressionmustchangewiththem.ThatrequiresactiveinvolvementacrosstheC-suite.

Exhibit1:TheagenticITworkforce,bythenumbers

Onemandate,twoleaders

Whoownstheblendedworkforceofpeopleandagents?

16%

ofCEOsreportonejointCIO–CHRO

mandateforthe

agenticworkforce

73%

ofCEOsrun

productivityandheadcountastwoseparatetracks

25%

ofCIOsholda

singleaccountableworkforceplan

spanninghumansandagents

Reskilling,notreplacement

WhatisthebindingtalentconstraintasagenticAIscales?

68%

ofCIOsname

findingand

reskillingtalentastheirbindingconstraint

25%

sayreskilling

andreplacementweighequally

namereplacingorreducing

engineers

Thejuniorpipeline

Whatishappeningtoentry-levelroles,andtotheleaderstheyweremeanttobecome?

-11%

employmentof22–25-year-oldsinthemostAI-exposedoccupationssincelate2022,

against+10%inless-exposedones

36%

wagepremiumforAIskillsinUnitedKingdomtechnologyvacancies,abovethepremium

foramaster’sdegree

Source:TheOliverWyman2026ParallelSurveysofCEOsandTechLeadersonAgenticAIandIT,July2026(reported;CEObase

70,CIObase130);Brynjolfsson,Chandar,andChen,StanfordDigitalEconomyLab,2025(payrolldata,reported);Bone,Ehlinger,andStephany,TechnologicalForecastingandSocialChange,2025(peer-reviewed,UKvacancies).Figuresaspresentedinthispaper.

©OliverWyman4

LeadingorganizationsareputtinginplaceapracticalresponsebasedonasingleITworkforcemandatewithfiveobjectives:

Exhibit2:OneITworkforcemandate,fiveobjectives,twojointdeliveryleads

1.2.3.

Ablended-workforceAdeliberatelySupervisionskillsand

operatingmodelprotectedpipelineAIliteracy

5.

OneaccountableownerforAIgovernance

4.

Acomplexchangeinitiative

Source:OliverWymananalysis.Objectivesasdevelopedbelow;decisionrightsandthesingleaccountableownerperdecisioninExhibit3

1.Establishablendedworkforceoperatingmodel

Seepeopleandagentsasoneworkforce,withrolemandatesandoperatingmodelsredesignedaroundhumansupervisionandan“HR-for-agents”lifecycle—jobdescriptions,mandates,

onboarding,evaluation,andretirement—tokeepagentsprawlincheck.Co-owners:theCIOandCHRO.

2.Protectthetalentpipelinedeliberately;donotletitdefault

Decidehowjuniortalentwillberecruited,trained,developed,andpromotedasagentstake

ontasksthatonceprovidedearly-careerlearning.Shiftapprenticeshiptowardsupervisionandreview,butdonotletitdisappearwiththevolumework.Thatchoicemaybeoneofthehighest-leveragetalentdecisionsinthetransition,andoneoftheeasiesttoneglect.

3.BuildsupervisionskillsandAIliteracy

Developarchitecturaljudgment,patternreview,riskcontrol,AIgovernance,andtheabilitytorecognizewhenanagentshouldnotbetrusted.Makethistrainingaconditionforscaling,backedbyliteracytiersandlocalAIchampions.Drawparticipantsfromdifferentlevelsanddisciplinessothepracticeisnotconfinedtospecialists.

4.Treatthetransitionasacomplexchangeinitiative

Themainconstraintsonscalingaretalent,skills,anddeliverycapacity,ratherthantechnologyandtools.Mostoftheeffortshouldthereforegointoenablementandwaysofworking,ratherthantooldeploymentorlicenseutilization.1

1Cigref,AssessingthereturnoninvestmentofgenerativeandagenticAIsolutions,memo,January2026;CigrefandCast,

ThinkTank–DoTank“GenerativeAIappliedtosoftwareengineering,”thirdedition,“ConclusionandproposedevolutionoftheThinkTankfor2026/27,”January28,2026(practitionerconsensus):scalingagenticwaysofworkingispredominantlyapeople-and-processeffortratherthanatechnologyone.

©OliverWyman5

5.NameoneaccountableownerforAIgovernance

AppointaheadofAIgovernancewithcross-functionalauthorityoveragentpolicy,costs,andrisk.Thehumanaccountableforworkdeliveredwithagentsshouldremainexplicit,providingamodelthatotherfunctionsandteamscanfollowasagent-enableddeliverybecomesbusinessasusual.

Underthissharedmandate,theCIOandCHROactasjointdeliveryleads,buteverydecisionstillrestswithanAccountableowner.

Exhibit3:Decisionrights—oneaccountableownerperdecision(illustrative)

DecisionCEOCIOCHROCFOBusinessAIgov

MandatethesingleworkforceplanandsharedKPIs

A

R

R

I

I

I

Operatingmodel,ways

ofworking,andreportingstructures

I

A

R

C

C

C

Jobarchitectureandrole-profileupdates

I

R

A

C

I

I

Talentacquisition

(includingjuniorpipelinepolicy)

I

R

A

C

I

I

Performance

metricsandincentives

I

R

A

R

I

I

Supervisionskills

I

R

A

C

I

C

andAIliteracyfunding

Agentpolicy,cost

andrisk(governance)

I

C

I

C

I

A

Headcountactions

(gated;legal/works-councilconsulted)

I

C

R

A

C

I

Lighthousefunctionreorganization

I

R

C

I

A

C

Trainingand

talentupskilling

I

A

R

I

I

C

Source:OliverWymananalysis.Rresponsible,Aaccountable(oneperdecision),Cconsulted,Iinformed.“Business”=business/COOsponsor;“AIgov”=headofAIgovernance.Headcountactionsrequireseparatelegalandworks-councilreview.

©OliverWyman6

ProgressiveorganizationsarerecomposingtheirITworkforcenotsimplybyaddingAItoolsbutbyredesigningrolesandskillrequirements

AIischanginghowITworkisdelivered.Theharderquestionishowtoredefinerolemandatesandaccountabilities,aswellasequiptheworkforcetoremainfitforpurpose:therightnumberofpeople,withtherightskills,intherightrolesandlocations.

Thedirectionoftravelisclear.Humanworkisshiftingtowardintent,architecture,judgment,andeffectiveoversightofagents.Talentstrategymustmovewithit.Asthejuniorpoolshrinksanddemandforseniorandarchitecturalskillsgrows,successionplanningbecomesmore

important.ConfidenceinAIriseswhenoneITfunction—forexample,applicationsupportoradeliverysquad—canreorganizearoundhumansupervision,skilldevelopment,and

agentexecution,whilestillmeetingservicetargetsandrebuildingthejunior-to-seniorpath.Thatisamuchbetterpolicythansimplyreducingheadcount.

ThetargetisasupervisedITfunction

Acrediblethree-yeartargetstateisnotaforecastbutaplantodesigntowardagoalandtoiteratealongtheway.Itwillhavefivekeyfeatures:

Afunctionorganizedaroundsupervisionratherthanroutineproduction.Theworkshiftsfromproducingartifacts(code,tickets,configurations)todecidingonintent,definingqualitybars,andsupervisingagentsthatdomuchoftheproduction.PractitionersdescribethisasthemovefromlaborITtosupervisionIT.2

Ablendedworkforceplannedandmanagedasone.Humanandagentactivitiesaredesignedwiththesameworkinmind.Thedivisionoflaborissetprocessbyprocessandactivityby

activity:whodecides,whoexecutes,andhowworkmovesendtoend.Leadingadoptersbuildhumancheckpointsintoworkflowsfromthestart,ratherthanreviewingonlyattheend.Agentsalsoneedrolemandatesandalifecycleforonboarding,evaluation,andretirement—anHR-

for-agentsdisciplinethatlimitssprawl.

Leadingadoptersbuildhumancheckpointsintoworkflowsfromthestart,ratherthanreviewingonlyattheend.

2CigrefandCast,ThinkTank–DoTank“GenerativeAIappliedtosoftwareengineering,”thirdedition,“ResultsoftheV3studyonCIOadoption,”January28,2026,83CIOresponses(practitionerconsensus).Sourceofthe“laborITtosupervisionIT”framing.

©OliverWyman7

Talentdensityoverteammass.Smaller,senior-heavyteamscansteermoreagent-enabledcapacity.Practitionerstellusatraditionaleight-personagilesquadisgivingwaytoseveral

podsoftwoseniororarchitectprofiles,eachdirectingafleetofagents.Theexactnumberswilldependoncontext,buttheprincipleistoshifttowarddenserseniorcapabilitiesratherthan

largerteams.

Adeliberatelyprotectedpipeline.Theorganizationmakesanexplicitchoiceabouthowtodeveloptomorrow’sleadersonceagentsabsorbthejuniortasksthatusedtohelptrainthem.Manytarget-statedesignsomitthisissue,eventhoughitiscentraltoacrediblelong-term

workforceplan.

Judgment,ethics,andoversightasscarceskills.Thepremiummovestoarchitecture,risk

control(knowingwhennottotrustagent-writtencode),andAIgovernance.Indicativemarketdatapointsinthesamedirection:reporteddemandforAI-ethicsskillsisrisingrelativetorawsoftware-developmentskills,3andpeer-reviewedanalysisofUKjobvacanciesfindsa36%wagepremiumforAIskillsintechnologyroles,whichisabovethepremiumforamaster’sdegree.4

Exhibit4:From“laborIT”to“supervisionIT”

b

Redesign

rolesand

skillstowardsupervision,nottowardasmaller

function

b

LaborIT(today)

Centerofgravity

Producingartifacts

Unitofwork

Tickets,commits,configurations

Teamshape

Larger,mixed-seniorityteams

Scarcestskill

Throughputandexecution

Growthengine

Volumeworktrainsjuniors

SupervisionIT(target)

Centerofgravity

Specifyingintent,supervisingagents

Unitofwork

Qualitybars,reviews,decisions

Teamshape

Smaller,senior-densepodsorchestratingagents

Scarcestskill

Architecture,judgment,oversight,governance

Growthengine

Apprenticeshiponsupervisionandreview

Source:OliverWymananalysis;practitionerframingperCigref(2026)

3IEEE,TheImpactofTechnologyin2026andBeyond:anIEEEGlobalStudy,2025(surveyofglobaltechnologyleaders,reported):demandforAI-ethicsskillsup9pointsto44%,demandforrawsoftware-developmentskillsdown8points.

4Bone,Ehlinger&Stephany,“Skillsordegree?Theriseofskill-basedhiringforAIandgreenjobs”,TechnologicalForecastingandSocialChange,2025;peer-reviewed:analysisofabout11millionUKjobvacancies,2018tomid-2024,findsa23%wagepremiumforAIskillsoveralland36%inscience,engineeringandtechnologyroles,against13%foramaster’sdegree.

/10.1016/j.techfore.2025.124042

©OliverWyman8

Rolesarechanginginthreeways,buttheshiftsareincreasinglyinterdependent

Thechangeisnotuniform.Someworkiscontractingwhilesomerolesaremovingupthestackandnewrolesareappearing.Planningforthoseinterdependenciesiswhatseparatesstrategicworkforceplanningfromaseriesofreactivedecisions.

Exhibit5:Rolesarechanginginthreewaysatonce

2.

Movingupthestack

Developerstakeon

orchestrationand

architecture:systemdesign,decomposition,agent

coordination,reviewofintentratherthansyntax.

Productownerand

developerconverge

intoaproductarchitect.

3.

Genuinelynew

Agentorchestrators,

validationdesigners,

promptandcontext

engineers,asenior

cross-functionalheadofAI.

Underfundthemand

capableagentsstillfailto

improveend-to-enddelivery.

AIamplifiesdifferencesratherthanequalizingthem

1.

Contracting

Pureexecutionwork,

mostofallinentry-level

roles.Evidencetoinform

workforceplanning,nottotriggerlayoffs:repurposejuniortalent,redesigntheactivitiesthatremain.

Thelastingadvantagegoestodisciplined,experiencedpeople.Whatcountsisthefinishedresult:shipped,integrated,safe

Source:OliverWymananalysis.Thethreeshiftsaredevelopedbelow;transferabilitybyroleinExhibit6,newrolesinExhibit7

Whatiscontractingorshifting.Pureexecutionworkisunderthemostpressure,especiallyinentry-levelroles.Independentpayrolldatashowsthatemploymentof22-25-year-oldsin

themostAI-exposedoccupations,softwaredevelopmentamongthem,hasfallenabout11%sincelate2022,whileemploymentofthesameagegroupinless-exposedoccupationsgrewabout10%andexperiencedstaffinexposedroleskeptgrowing.Thatleavesyoungworkers

inexposedrolesroughly19%behindwheretheywouldbehadtheykeptpace.5Thatevidenceshouldinformworkforceplanning.Whatitshouldnotdoistriggermasslayoffs.Organizationscanpragmaticallyrepurposejuniortalentandredesigntheactivitiesthatremain.

5ErikBrynjolfsson,BharatChandar,andRuyuChen,“CanariesintheCoalMine?SixFactsabouttheRecentEmploymentEffectsofArtificialIntelligence,”StanfordDigitalEconomyLab,revisedAugust2026,usingADPpayrolldata.Inlevels,employmentof22–25-year-oldsinthetwomostAI-exposedquintilesfellabout11%betweenNovember2022andJune2026whilethesameagegroupinthethreeleast-exposedquintilesgrewabout10%;theresultinggapofabout19%isarelativemeasure,notanabsolutedecline,andtheauthorspresentitasadescriptiveindicatorratherthanacausalestimate.Softwaredevelopmentisamongtheexposedoccupations.

©OliverWyman9

Whatismovingupthestack.Developersaretakingonmoreorchestrationandarchitecture-focusedroles,movingfromsyntaxtowardsystemdesign,decomposition,agentcoordination,andreview.Productowneranddeveloperresponsibilitiesarebeginningtoconvergetowardahybrid“productarchitect”role,whilereviewshiftsfromline-by-linesyntaxtowardintentandarchitecture.Rolemandatesandskillsneedtoevolvewiththosechanges.

Whatisgenuinelynew.Neworadditiverolesareappearing.Theseincludeagentorchestrators,validationdesigners,promptandcontextengineers,andsenior,cross-functionalheadsofAI.Theserolesconnectagentstothebusinessandtotherestoftheworkforce.Iftheyareunderfundedoromittedfromworkforceplanning,capableagentsmayfailtoimproveend-to-enddelivery.

Takentogether,thethreeshiftssuggestthatAIamplifiesdifferencesratherthan

equalizesthem.Taskoutputrisesfastestforless-experiencedstaff,withthelastingadvantageaccruingtodisciplined,experiencedpeople,becausewhatcountsisnottheindividualtask

buttheendresult(shipped,integrated,safe).6Highertaskoutputcancoexistwithade-skillingriskifless-experiencedstaffwholacksufficientreviewandapprenticeshiprelyonagents.Thatfavorsapurposefulworkforcemodelwithstrongseniorsupervisionoveradesignsimplybasedongivingeveryonethetools.

Exhibit6:AItransferabilityforthetop10traditionalITroles

Role

Copilottransferability

Agenttransferability

1

Softwaredeveloper/engineer

VeryHigh

High

2

QA/testengineer

VeryHigh

VeryHigh

3

ITsupport/servicedeskanalyst

VeryHigh

VeryHigh

4

Businessanalyst

High

Medium

5

Dataengineer

High

High

6

Infrastructure/SREengineer

High

High

7

UX/UIdesigner

High

Medium

8

Project/programmanager

High

Medium

9

Solution/enterprisearchitect

Medium

Limited

10

Engineeringmanager/ITmanager

Limited

Limited

Note:transferabilityoperatesattheactivitylevel,nottherolelevel.A“VeryHigh”ratingdoesnotimplyroleelimination;itimpliestherole’sresidualhumancoreshrinksandshiftstowardspecification,supervision,andexceptionhandling.

Source:OliverWymananalysis;activity-levelassessment,practitionerframingperCigref(2026)

6DORA.“StateofAI-assistedSoftwareDevelopment2025”,GoogleCloud,September23,2025:AIraisestask-leveloutputmostforless-experiencedstaff,whilethedurableadvantageaccruestoexperiencedstaff.

©OliverWyman10

Exhibit7:NewagenticAIrolestheITorganizationshouldintegrate

Role

Roledescription

Marketmaturity

1

Agentorchestrationengineer

Designs,builds,andmaintainsmulti-agentworkflows

Developing

2

AgentOps/

LLMOpsengineer

Runsagentsinproduction:observability,latency,driftdetection,versionmanagement,incidentresponse

Developing

3

Agentevaluation

andqualityengineer

Buildsevalsuites,goldendatasets,

regressionbenchmarks,andacceptancecriteriaforagentbehavior

Emerging

4

AI/agent

productmanager

Ownstheagentportfolioasproducts:use-case

selection,ROIcases,adoption,roadmap,retirement

Developing

5

Human–agent

workflowdesigner

Redesignsend-to-endprocessestoallocatetasks

betweenhumansandagents,includinghandoffpoints

Emerging

6

AIgovernance

Definesautonomytiers,permissioning,audittrails,

Developing

andagentriskofficer

modelriskcontrols,andregulatorycompliance

7

AIFinOps

Managesinferencespend,tokenconsumptionmonitoring,uniteconomicsperagentand

perworkflow

Emerging

8

Contextand

Curatestheenterpriseknowledgelayer

Developing

knowledgeengineer

agentsrelyon

Source:OliverWymananalysis

©OliverWyman11

Waitinghasacost,somovenowonrolesandskills

1.Thepipelinegapcompoundsovertime.Ittakesyearstodevelopaseniorpersonwhocansupervisecomplexwork.Iforganizationsstopinvestinginjuniortalentfortwoorthreeyears,theshortagewillsurfacejustasagentfleetsscaleanddemandmoresupervision.Atthatpoint,seniorhiringwillbemorecompetitiveandthesuccessionbenchwillbethinnerbecausethe

juniorcohortwasnothiredordeveloped.

2.InEurope,thebindingconstraintisscarcity.ForaEuropeanITleader,thestrategic

questioniswhethertalentcanbeidentifiedandacquired,andwhetherexistingtalentcan

bereskilledtoexploitagents.Thisisamuchmoreimportantquestionthanwhetheragents

shouldcompletelyreplaceengineers.TheEU’sDigitalDecadetargetof20millionICTspecialistsby2030sitsagainstroughly10milliontoday,andmostEUfirmsalreadystruggletofind

qualifiedtechstaff.7Reskillingtheexistingworkforceisthereforeacentrallever,especiallybecauseAIoftenreplacesactivitiesratherthanwholeFTEs,bringingadifferentsetof

workforceimplications.

3.Adoptionappearswidespreadbutgovernanceislessmature.SurveyevidencesuggeststhatAIcodingtoolsarealreadywidelyusedamongengineers.8SeparateexperimentalevidencesuggeststhatengineerswholeanonAIassistantslearnnewskillslesswell.9Thatmakesexplicitgovernance,roledesign,decisionauthority,andworkforceplanningcentraltowhether

organizationscapturevaluesafely.

Movingtooaggressivelycreatesitsownrisk.Cuttingheadcountbeforerolesandworkprocessesareredesignedmaydeliveraone-offsaving,butitcanalsodestroycapabilitiestheorganizationwillneedasagentusecasesscale.

Ittakesyearstodevelopaseniorpersonwhocansupervisecomplexwork.

7Decision(EU)2022/2481oftheEuropeanParliamentandoftheCouncilofDecember14,2022establishingtheDigitalDecadePolicyProgramme2030,Article4(1)(b),OfficialJournaloftheEuropeanUnion*,L323,December19,2022,pp.4–26andEurostat.“NumberofICTspecialistsintheEUcontinuestogrow,”May27,2026,annualdata(reported):atargetof20millionICTspecialistsintheEUby2030againstroughly10milliontoday;Eurostat.“ICTspecialists—statisticsonhard-to-fillvacanciesinenterprises,”StatisticsExplained,June2,2026,amongEUenterprisesthatrecruitedortriedtorecruitICTspecialistsin2023,57.5%reporteddifficultiesfillingthosevacancies.

8CodeSignal,“CodeSignalLaunchesIndustry-FirstAgenticCodingAssessmentsforAI-EraEngineeringHiring,”pressrelease,April2,2026(surveyof450USsoftwareengineers,March2026):91%useagenticAIcodingtoolsatworkand75%have

shippedproductioncodepartiallyorprimarilygeneratedwithAIinthelastsixmonths.Self-reportedvendorsurvey;indicative.AlsoreportedbyNatRubio-Licht,“Survey:AIcodingshiftshiringtrends,”TheDeepView,April2,2026.

9JudyHanwenShenandAlexTamkin,“HowAIImpactsSkillFormation,”arXiv:2601.20245,January28,2026:inarandomizedexperimentwith52developerslearninganewPythonlibrary,thosegivenanAIassistantscored17%loweronafollow-upcomprehensionquiz(50%vs.67%),withnosignificantspeedgain.Model-vendorstudy(Anthropic),singleone-hourtask;indicative.

©OliverWyman12

Asdecisionmakersplanforagenticrollout,theyshouldbearinmindsomekeyrisksthatcouldplayoutinfuture:

Exhibit8:Materialrisks(cause>event>impact)

RiskLikelihoodImpactOwnerRiskmitigation

Juniorpipelinedefunded

Nosupervision-capableseniorbenchwhenagentsscale>structural,multi-year

capabilitygap

High

High

CHRO+CIO

Explicitpipelinepolicyandsupervisionapprenticeshipnow

Cost-outframing

Headcountcutaheadofroleredesign>efficiencybanked,capabilityhollowed,agentsunsupervised

Med-high

High

CHRO+CFO

Gateanyheadcountmovebehindacompletedrole-and-pipelineredesign

Splitownership

(CIOtooling/CHROheadcount,runseparately)>nooneownstheblend>agentsprawl,skills

lag,valueleaks.Thisisthedefaulttoday,nottheexception

Only16%ofCEOsreportonejointCIO–CHRO

mandate(73%runtwoseparatetracks),andonly25%ofCIOsreportasingleaccountableworkforceplanspanninghumansandagents.10

High

Med-high

CEO(toset

decisionrights)

Singleplan;one

accountableowner

perdecision(Exhibit3);sharedKPIs

Reskillingunderfundedinascarcemarket—68%ofCIOsnamefindingandreskillingtalent,notreplacement(3%),astheirbindingtalentconstraint11

Cannotfindorbuildsupervisiontalent>adoptionstallsorrunsungoverned

Med-high

Med-high

CHRO

Literacyprogram

andchampionsasa

preconditiontoscaling

Scale:Low/medium/high.

Source:OliverWymananalysis

10TheOliverWyman2026ParallelSur