BCG-2026+应用型+AI+指数：AI+智能体的价值公式+The+Applied+AI+Index+2026

BCG

THEAPPLIEDAIINDEX2026

TheFormulafor

AgenticAIValue

September2026

ByJessicaApotheker,VincianeBeauchene,NicolasdeBellefonds,DylanBolden,

SylvainDuranton,MarcRomanFranke,MichaelGrebe,NinaKataeva,SanteriKirvelä,

DjonKleine,RomaindeLaubier,VladimirLukic,AmandaLuther,DavidMartin,

NatashaTaylor,JeffWalters,RichLesser,andChristophSchweizer

TableofContents

03

AIValueIsBecomingReal

04

KeystoUnlockingAIValue

07

AppliedAIMaturityIsRising

09

WhatSetsFuture-BuiltCompaniesApart

12

FiveMovestoAccelerateAIValueGeneration

20

AFunctionalViewofAIMaturity

24

Conclusion

2

5Appendix:SurveyDesignMethodology

26

AbouttheAuthors

21

Playbook:HowtoBecomeanAgenticFuture-BuiltCompany

THEFORMULAFORAGENTICAIVALUE3

AIValueIsBecomingReal

Forleadershipteams,AIvaluecanseemfrustratinglyelusive.Butthatisstartingtochange.Almost50%ofcompanies

arenowgeneratingmeasurablevaluefromAI,evenasthebiggestshareofthatvalueremainsconcentratedamongarelativelysmallgroupoftopperformers.

Now,agenticAIhasarrivedwiththepromiseofevengreaterrewards.ItdramaticallyincreasesthepotentialvaluefromAI,andaclearplaybookcanenablecompaniestocapturethat

value,regardlessoftheircurrentlevelofAImaturity.

Theplaybookembracesasimpleformula:strategicclarityplusappliedAIcantranslateAIambitionintotransformative

impact.Strategicclarityisaboutgettingthebigchoicesrighttostrengthencompetitiveadvantage,appliedAImeans

embeddingAIintohowthebusinessoperatesday-to-day,andtransformativeimpactistheenterprisevaluecreatedwhen

thoseelementscometogether.

4BOSTONCONSULTINGGROUP

KeystoUnlockingAIValue

WhenstrategicclaritymeetsappliedAI,companiesunlock

fivetimesasmuchAIvalueaswhenbotharelacking.(See

Exhibit1

.)BCG’sAppliedAIIndex,basedonasurveyofmorethan1,300CxOsandseniorexecutivesacross20-plussectors,offersempiricalsupportforthatapproach.(Seetheappendix,“

SurveyDesignMethodology.

”)

StrengthenCompetitiveAdvantagewithStrategicClarity

TosucceedinagenticAItransformation,companiesneedto

getthebigchoicesright.ThemostAI-maturecompaniesinoursample—thosethatwecallfuture-built—showexceptional

strategicclarityindoingso,maintaininganaverageindex

scoreof60acrossfunctions,comparedwithanaverageof36forlaggards.

Forexample,theyconcentrateAIintoafocused,multiyear

programthatalignswiththecompany’sbiggestopportunitiesandbusinesspriorities,withclearaccountabilityanda

mechanismfortrackingvaluetotheP&L.Inoursurveysample,future-builtcompaniesare3.5timesaslikelyaslaggardstosetupadedicatedAItransformationprogram.

Future-builtcompaniesknowexactlywhatAIinitiativesintheirprogramareworthbecause95%ofthemuseclearKPIsor

directlytracktheP&LvaluefromAI.Mostothercompaniesareflyingblind,with47%oflaggardcompaniesmeasuringAIvaluedirectionallyatbest.

THEFORMULAFORAGENTICAIVALUE5

EXHIBIT1

WhenStrategicClarityMeetsAppliedAI,CompaniesUnlockFiveTimesasMuchValuefromAI

/人

2025valuerealizedthroughAIasapercentageofrevenue

APPLIEDAIMATURITY

High

DEGREEOFSTRATEGICCLARITY

Maturecapabilitiesdriveresults,butlowclarityleavesvalueuntapped

5x

AIvalue

0.9%

SignificanttransformativeimpactoccurswherestrategicclaritymeetsappliedAI

1.8%

Low

LowHigh

2.0%4.5%

Thereisclarityastowherevaluelies,butcapabilitiesneedtoevolvetofullyrealizeit

Lackofclarityandcapabilitiesresultsinverylowimpact

Source:AppliedAIIndex2026(n=1,330).

BuildtheCapabilitiesforAppliedAIatScale

TogetappliedAIright,companiesneedtobuildcapabilitiesacrossthreepillars:

•ShifttoanAI-firstoperatingmodelwithagenticcontrols.Future-builtcompaniesexpectnearly70%of

AIvaluetocomefromreshapingandinventingbusiness

processes,notjustfromdeployingbetterAItools.Astheseprocessesbecomeincreasinglyagentic,companieswillneedtohavetherightcontrolsinplacetoscalethemsafely.Only5%havetheminplacetoday,although42%expectagentstoactautonomouslyby2030.

•Reinventtheworkforcearoundhumansandagents.AItransformationisfundamentallyanorganizationalshiftthatrequiresdeliberatestrategicworkforceplanningtodeterminewhichrolesshouldexistinanagenticworld.Suchplanning

ispracticedby55%offuture-builtcompaniesversus17%

oflaggards.ItisespeciallyimportantbecauseAIislikelytoreshapeworkratherthansimplyeliminateit:89%ofsurveyrespondentsexpectAItogeneratenewwork,versusjust11%whoexpectittoprimarilyreplaceexistingjobs.

•Buildtheagenticplatform,poweredbydata.The

technologyadvantageinAIisshiftingfrombasiccloudanddatafoundationstoagent-readyarchitecture—thedata

andplatformsneededtoembedagentsintheenterprise’s

operations.Future-builtcompaniesarealreadypulling

ahead:95%areundergoingadatatransformation,andmorethantwo-thirdsarecommittingtoasingleenterprise-wide

AIplatformwithacommonarchitectureandcontrolplane,insteadofasingle-vendorstack.

OurproprietaryappliedAIcapabilitiesframeworkextendsacrossmorethan40dimensionstoprovideadeep,

longitudinalviewofhowmaturityisevolvingacrosssectors.(Seethesidebar“

AILeadersEmergeinEverySector

.”)

6BOSTONCONSULTINGGROUP

AILeadersEmergeinEverySector

Inourrankings,technology,banking,andtelecomsectorsleadtheway.(Seetheexhibit.)Butacompany’ssectordoesnot

determineitsstateofAImaturity.All20-plussectorsinour

sampleincludedatleastonefuture-builtorganization,evidencethatcompaniesinanysectorcanbecomefuture-built.Three

insightsfromouranalysisareespeciallynoteworthy:

•Thevaluegapacrossallsectorsismarkedly

consistent.Future-builtandscalingcompaniesgeneratedtwotothreetimesasmuchvaluefromAIaslaggards,

takingintoaccountbothcostreductionandrevenuegrowth.

•Thegapbetweenleadersandlaggardscanbebiggerthanitlooks.Insomesectors,mostcompaniesqualify

asleaders(eitherasfuture-builtorscalingorganizations).

Intechnology,forexample,70%ofcompaniesfallintothiscategory.Incontrast,just49%ofbiopharmacompanies,

48%inretail,and46%inmachineryareleaders.Asaresult,

laggardsaren’tuniformlybehind.Instead,theyincludea

longtailofcompaniesthattrailbyvaryingdegrees.For

companyleaders,thestrategicquestionisn’t“Howdoesmysectorcomparewithothers?”but“AmIamongthecohort

ofleaders?”Thisreinforcesthepointthatsectordoesn’tdetermineoverallAImaturity.

•AIvalueisconcentratedinafewcorefunctions.

Acrossthe20-plussectorsweanalyzed,54%to78%of

AIvaluerestsincorebusinessfunctions,withtech/IT

andR&Drankingasthefirstorseconddrivervirtually

everywhere.Therearesomeexceptions,however.For

example,biopharmacompaniesincludemarketingamongtheirtopthree,andbankingcompaniesincludecustomerservice.Thesepointsofdifferentiationsendaclear

signaltoleadershipteams:Don’trunagenericAIrollout.Concentrateyourinvestmentinthetwoorthreefunctionsthatdeliverahighershareofvalueforyourspecificsector.

Technology,Banking,andTelecomLeadinMaturity

Powerand

StrategicclarityTechnologyBankingTelecomBiopharmaAerospaceInsuranceRetailutilitiesMachineryChemicals

Strategicclarityacrossfunctions(0–100)

AppliedAI

50

45

53

45

39

40

44

38

39

40

AppliedAImaturity(0–100)

59

54

54

51

50

50

49

49

48

46

Shareoffuture-built

andscaling(%)

TotalAIspending

(%ofannualrevenue)

CompanieswithagenticAIinproduction(%)1

Transformativeimpact

70

60

56

49

52

53

48

46

46

38

4.1

5.7

3.7

3.3

3.6

3.3

2.7

3.1

3.2

2.6

76

61

62

50

52

48

49

36

55

36

RevenueincreasethroughAI(%ofrevenue)

2.0

1.2

0.6

0.8

1.2

0.6

1.2

1.0

0.9

0.7

CostreductionthroughAI(%ofcost)

2.1

1.6

1.1

1.0

1.4

1.2

1.5

1.0

0.9

0.9

Topthree

value-generatingfunctions

1

2

3

R&D

Tech/IT

Customer

service

R&D

R&D

Claims

processing

Tech/IT

Tech/IT

R&D

Manufac-

turing

Deviceand

software

development

Customer

service

Tech/IT

Marketing

Tech/IT

Tech/IT

Customer

journey

Mainte-

nance

Tech/IT

R&D

Customer

service

Customer

journey

Network

infra-

structure

Tech/IT

Manufac-

turing

Customer

service

Supply

chain

R&D

Manufac-

turing

Supply

chain

PositivedifferencevsaverageAverageNegativedifferencevsaverage

Source:AppliedAIIndex2026(n=1,330).

Note:Representativesampledrawnfrommorethan20sectors.Sectorsnotshown:paymentsandfintech;oilandgas;airlines;metalsandmining;automotiveandmobility;fashionand

luxury;consumerproducts;medtech;publicsector;postalandshipping.Eachcellnumberisthesectoraverage;thecell’scolorindicatesthatnumber’sdistancefromtheunweightedmeanofthe20sectorvaluesforthesamemetric,instandarddeviations,cappedat±2standarddeviations.Sectorsareorderedbymaturity(AppliedAIIndexscore);left=higher.N/a=notapplicable.1ShareoffirmsbringingAIpilotstooperationalsolutionsoralreadyrealizingfullagenticvalue.

THEFORMULAFORAGENTICAIVALUE7

AppliedAIMaturityIsRising

Sinceweconductedour

2025analysis

,globalappliedAI

maturityhasincreasedacrossallindustries.(See

Exhibit2

.)

Thegroupofstagnatingcompanieshasshrunksignificantlytojust4.5%ofthetotal,lessthanone-thirdoflastyear’s14%.

Companiesaremovinguptotheemergingcategory(47%of

theorganizationsinouranalysis)andtoscaling(41%),and

asaresulttheyarestartingtoseevaluefromAI.Scaling

organizations—thosethathaveadoptedanAIstrategyand

advancedcapabilitiesandarealreadygeneratingvalue—haveadoptedtwotothreetimesasmanycriticalpracticesasof

laggardshave,buttheystillstruggletorealizethefullpotentialvaluefromtheirAIinvestments.Theirproblemisthatthey

havetoomanyAIworkflowsinproductionandtoofewthatarevisibleintheP&L.

Overall,7.5%ofthecompaniesinouranalysisarefuture-built,a50%increasefromlastyear’s5%.Thesecompanies,which

applytheformulaofstrategicclarityandappliedAItocapturevaluefromAI,formanelitegroupwithexceedinglystrong

performance.Overall,future-builtcompaniesgenerate2.4

timesasmuchtop-linegrowthaslaggardsand2.3timesas

highathree-yearTSR.TheirEBITDAgrowthrateisthreetimesashigh,too,thanksinparttocostreductions(wherethey

outperformlaggardsbyafactorof4.3)andtoincreased

revenue(afactorof6.6).Thisalignswithother

BCGresearch

thathasfoundconcentrationsofAIvalueamongasmallgroupoftopperformers,asmeasuredbyindustry-adjustedTSR.

AgenticAIisnowservingasacatalyst.Itaccountsforagrowingshareofoverallvalueandisakeypointofdifferentiationfor

future-builtcompanies.Agentic’sshareofAIvalueclimbedfrom17%in2025to22%in2026andweprojectthatitwillreach39%by2030.Onthatpath,itwillovertakenonagenticAIsolutionstobecomethelargestsinglesourceofAIvalue.(See

Exhibit3

.)

Inthatway,agenticAIraisesthebarforcompanies.Itdoesn’tchangetheplaybookforvalue,inthesensethatlaggardsstillneedtobuildfoundationalcapabilitiesacrosstech,data,andoperatingmodel.Butitraisesthepayoffforcompaniesthat

becomefuture-built.

OuranalysisshowsthatstrategicclarityandappliedAIcan

enablecompaniestounlocktransformativeimpact,andit

pointstospecificstepsthatcompaniescantake,consistent

withtheircurrentlevelofAImaturity.Organizationsinthe

stagnatingandemergingtiersthatwanttomoveuptoscalingshouldfocusonbuildingthefoundationsandoperatingmodelforAIacrosstheenterprise.Pursuingthatstrategyentails

prioritizingprojectdelivery,redesigningtheoperatingmodel,developingaportfolioofhigh-valueareas,andupskillingthe

workforce.Scalingcompaniesthatwanttobecomefuture-builtshouldfocusonindustrializingtheirAIinitiativesandagenticreadinessbyembeddingAIintoproducts,trackingvalue,

augmentinghumanswithagenticAI,andgivingagentsgreaterautonomyundersuitablecontrols.

8BOSTONCONSULTINGGROUP

EXHIBIT2

Overall,AlmostHalfofAllCompaniesGenerateValuefromAI

CUMULATIVESHAREOFCOMPANIES(%)

ValueachievedbyAIleadersandlaggards

METRICSBASEDONREPORTEDFINANCIALS(%)

5

6

12

23

42

54

5

5

14

Top-lineCAGR

Laggards

Scaling

Future-built

3-yearTSR

EBITDAgrowth

METRICSBASEDONAI-SPECIFICRESEARCHFINDINGS(%)

0.5

1.6

3.3

Realizedrevenueincrease

Realizedcost

reduction

ConfidenceinachievingAIRoItargets

0.8

1.9

3.4

50

70

80

2026average2025average

2024average

0255075100

APPLIEDAIMATURITYSCORE

Laggards

StagnatingEmerging

4.5471446

2549

Leaders

Future-built

7.5

5

4

Builtadvanced

AIcapabilities,

scaling

effectively,valuestartingto

compound

FoundationalAI

capabilitiesin

place,but

strugglingto

scaleand

generatevalue

Atthefrontier

ofagenticAI,

generating

sustainedvalue

andcompetitive

advantage

LimitedAI

capabilities,

fragmented

adoption,no

measurable

valuegenerated

Scaling

41

35

22

2026

2025

2024

Sources:AppliedAIIndex2026(n=1,330);FinancialmetricsreportedfromCapitalIQandOrbis.

Note:Top-lineandEBITDAmetricsshowthecompoundannualgrowthratefor2022through2025,whileTSRreferstothemedian3-yearTSR(2022–2025).

EXHIBIT3

AgenticAIValueShareWillNearlyDoubleby2030

Realizingfullvalue2

44

Bringingpilots

tooperations

34

47

Runninginitialpilots

36

8

Stillbuilding

28

1

RELATIVESHARESOFAGENTICANDNONAGENTICAI(%)AGENTICVALUEREALIZATION(%OFCOMPANIES)

Agenticvaluerealization

LaggardsFuture-built

1722

39

8378

61

202520262030

AgenticAINonagenticAI

1.8x

Sources:AppliedAIIndex2026(n=1,330).

THEFORMULAFORAGENTICAIVALUE9

WhatSetsFuture-BuiltCompaniesApart

Howdofuture-builtcompaniesachievesuperiorperformancewithAI?Severalfactorsshowupinthenumbers.

Theyfocustheirambitiononbiggerbetsintheareasthatmattermost.IndecidingwheretoapplyAI,future-builtcompanieslookatabiggershareofaddressablerevenueandcosts.Theyreportthat41%oftheirrevenueandcostsare

addressablethroughAI.Incontrast,laggardsreportthatonly23%oftheirrevenueand26%oftheircostsareaddressable.

Consistentwithourresearchresultsinpreviousyears,about

68%ofthevaluefromAIisgeneratedinbusinessunits,21%inenablingfunctions,and11%intechnology/IT.Althoughthat

broadpatternistrueacrossindustries,wenotedsomesector-

specificnuances.Forexample,intechnologycompanies,AIvaluetendstobemoreconcentratedinR&Dandcustomer-facingwork;butinpowerandutilitiescompanies,itshiftstoenergygeneration,distribution,andmaintenance,withmoreinthetechstack.(See

Exhibit4

.)Still,thepatternholdstrueoverall.LeadingcompaniesfocustheirAIeffortsonboth

reducingcostsandincreasingrevenue.

Theymovefast.Thepaceofimplementationmatters,andfuture-builtcompanieshaveaclearedgeinturningAI

investmentsintoP&Limpact.Factoringinfullprocessredesigns,theyreachimpactinabout11months,comparedwith14

monthsforscalingcompaniesand17monthsforlaggards.

10BOSTONCONSULTINGGROUP

EXHIBIT4

TheValueDistributionfromAIDiffersbySector

DISTRIBUTIONOFAIVALUEPOTENTIALACROSSFUNCTIONSIN2026(%)

Power,utilities,andrenewablesR&D/innovation9

Marketing5

Customerjourney7

Pricing7

Sales5

Energygeneration8

Maintenance10

Energydistribution7

Totalcore58

Technology/IT11

Customerservice8

Procurement5

HR5

Finance8

Legal5

Totalenabling42

Technology

R&D/innovation16

Marketing8

Customerjourney9

Pricing4

Sales8

Customerservice(core)10

Deviceandsoftwaredevelopment

15

Maintenance

4

Supplychain

4

Totalcore78

Technology/IT

8

ProcurementTechnology/ITincludes:3

HR•EnterpriseIT1

4

•ProductIT2

Finance•OperationaltechnologyIT3

4

Legal

3

Totalenabling

22

Source:AppliedAIIndex2026(n=1,330).

Note:Customerserviceisacorefunctionintechnologyandanenablingfunctioninpower,utilities,andrenewables.Becauseofrounding,notallsegmentsadduptothetotalsgiven.1CoreIToperations(e.g.,hardware,software,andITservices).2EmbeddedITsystemsincustomer-facingproductsorrevenue-generatingproducts.3ITusedininternaloperationsandprocesses(e.g.,automation).

TheyoutspendonAI,notjustonIT.Acommonviewholdsthatfuture-builtcompaniesmusthavemassiveITbudgets.ButenterpriseITbudgetsareroughlyflatcomparedwithlastyear,evenasoverallAImaturityhasincreased.WhathaschangedisthatAIspendinghasmorethantripled—fromapproximately

1%ofrevenueinlastyear’sanalysis,to1.7%in

BCG’sAIRadar

(publishedinearly2026),to3.3%today.(See

Exhibit5

.)And,critically,agrowingshareofthatAIspendingoccursoutside

enterpriseITbudgets,suchasonAItalentorgovernance

(includingAItransformationprograms),oronembeddingAI

incustomer-facingproducts.Amongallsurveyedcompanies,

AIspendingoutsideITisroughlyfivetosixtimesashighasAIspendingwithinIT(2.8%ofrevenue,versus0.5%).(See

Exhibit

6

.)Inotherwords,theamountthatcompaniesinvestis

important,butwheretheyinvestmatters,too.Forexample,AIspendingbyanautomotivecompanyincludesAIinthecar

(software-definedvehicle),AIinthemanufacturingprocess,AIforthefoundationalITplatformtoscaleAI,AIgovernanceandprogrammanagement,andtrainingtoenabletheworkforcetousetechnologiesrangingfrommachinelearningtoGenAI,

agenticAI,robotics,andothers.

Atthesametime,astheshareofAIcostgeneratedoutsideITincreases,it’simportanttoestablishandretaintransparencyabouttotalAIspendingtoensuresuitablereturnsonthose

investments.CompaniesbenefitfromvirtualP&LsthattheycreatetocompareAIbenefitsagainstunderlyingworkforce

andtokencosts.Thisreflectsthebroaderevolutionofthe

CIO’sroleintheAI-firstera:asAIdevelopmentandspendingextendacrosstheenterprise,technologyleadersneedto

maintainvisibilityoverAIeconomicsandlinkcostsdirectlytobusinessvalue.

Theymanagetokenspendingdeliberately,ratherthanbydefault.Askedhowtheymanageemployees’useofpaidAItools,50%offuture-builtcompaniessaythattheyactively

encourageadoptiontomaximizeusage—roughlydoublethe

25%oflaggardsthatsaythesame—andafurther22%have

setusagelimitsorcontrolstomanagespending(versus16%oflaggards).Eitherapproachcanwork,butthekeypointisthat

nearlythree-quartersoffuture-builtcompanies(75%)have

madeanexplicitcallon

tokenspending

andmanageittowardanexplicitreturn.Laggardsforthemostparthavenot:50%

eithergrantaccesswithouttrackingitormonitorspendingwithoutsettingalimitonit.

Collectively,thesepointsshowhowfuture-builtcompanies

separatethemselves.TheyspendmoreonAI,managetokenspendingdeliberately,applyAItomoreareasofthecompany,andimplementitinawaythatleadstofastervalue.

EXHIBIT5

THEFORMULAFORAGENTICAIVALUE11

Future-BuiltCompaniesRealizeHigherValueFromAI,ReinvesttheGains,andExpecttoHarvestEvenMoreValueby2030

2025Highervaluerealized

TOTALREVENUE+COSTEFFECT(%)

Laggards

Scaling

Future-built

1.2

3.4

6.9

1.6

0.5

6.6x

3.3

Revenueincrease2

3.4

0.8

4.3x

1.9

Costreduction2

…fuelinghigherinvestments…

AverageglobalshareofrevenuespentonAI(%)1

3.3

Future-builtspendingonAIwithinITvslaggards

2.5x

Future-builtspendingonAIoutsideITvslaggards

1.3x

2030HighervalueexpectedTOTALREVENUE+COSTEFFECT(%)

Laggards

Scaling

Future-built

5.8%

9.7%

12.9%

2.3x

2.0x

7.1

6.5

5.2

4.72.8

3.6

Revenueincrease2

Costreduction2

Source:AppliedAIIndex2026(n=1,330).

Note:AIspendingiscalculatedasaveragepersector,thenasall-sectoraveragetoavoidbiastowardssectorswithhighershareofscalingandfuture-builtcompanies.1Oftotalrevenuebase.2Oftotalrevenue/costbase.

EXHIBIT6

MostAISpendingNowSitsOutsideEnterpriseIT

2026AIBUDGETSOURCES(%OFREVENUE)

AIBUDGETBREAKDOWN

OperationalAI:AIusedto

improveinternaloperationsandprocesses(e.g.,automation)

AIplatform:Shared

infrastructureandtoolingenablingAIdevelopmentanddeployment

ProductAI:AIembeddedincustomer-facingproductsorrevenue-generatingproducts

DataforAI:Data-related

investmentssupportingAI(e.g.,dataacquisition,labeling)

AItalent:AIworkforce

transformation,upskilling,hiring,andexternalconsulting

Governance:Organizationalandoversightcosts(e.g.,strategy,riskmanagement,compliance)

2.6

5.9

0.8

0.5

0.7

3.3

0.6

0.5

0.4

0.3

2.8

EnterpriseITspending+

AIspendingoutsideIT

EnterpriseITspending

exclusiveofAI

AIspending

inenterpriseIT

AIspendingoutside

enterpriseIT

TotalAIspending

Opera-tionalAI

AIplatform

ProductAI

DataforAI

AItalent

Governance

Source:AppliedAIIndex2026(n=1,330).

12BOSTONCONSULTINGGROUP

FiveMovestoAccelerateAIValueGeneration

Future-builtcompaniesdomorethanjustillustrateAI’svaluecreationpossibilities.Theyprovidearoadmapforhowothercompaniescanfollowtheirlead.Inouranalysis,theformulaforvalueconsistsofthreecoreelements:strategicclarity,

appliedAI(whichhasthreesubcomponents:agentic

enterprise,agenticworkforce,andagent-readyarchitecture),andtransformativeimpact.(See

Exhibit7

.)

StrategicClarity—GettheBigChoicesRight

Strategicclarityisaboutgettingthebigchoicesrightto

strengthencompetitiveadvantageinthisnewera.Itrequiresconnectinginitiativesacrosstheenterprise,seeinghow

technology,functionsandpeoplefittogether.Strategicclarityalsocallsforhavingtheforesighttoseewhereadvantageis

abouttoshift,anticipatingsectordisruptionbeforethemarketdoes;havingtheconvictiontoconcentrateonafewhigh-valueplaysthatentailreshapingprocessesend-to-end,ratherthanspreadingeffortacrossmanysmalldeployments;andhavingthedisciplinetotracktheoutcomes.

Future-builtcompaniesleadinalloftheseareas.TheybundletheirAIeffortsintoasingleprogramthattheC-suiteowns,

withamultiyeartimeline.Future-builtcompaniesare3.5timesaslikelyaslaggardstocommittoamultiyearAIeffort(61%

versus17%),insteadoffundingshort,stop-and-startinitiatives.

Future-builtcompanieshavemoredirectaccountabilityforAIprograms,astheirC-suiteleadersare20percentagepoints

morelikelythanlaggardleaderstoholdtheAIbudget,

providingseniorsponsorshipfortheeffortratherthan

delegatingitdownward.ThisalignswithBCG’sAIRadar2026analysis,wherenearlythree-quartersofCEOsalreadyactas

theircompany’schiefdecisionmakeronAI.TheCIOorCTO

ownsthetransformationbudgetatmorethanhalfofallfuture-builtcompanies,andincreasinglyactsthatroleasachief

integrationofficerwhoembedsAIintothebusinessandmovespilotsintotheP&L.CompaniesthathavenosingleAI

transformationbudgetownerareabout20%lessconfidentofhittingtheir2027targetsthanthosethatdo.Accountabilityisagivenamongfuture-builtcompanies:100%ofthemhaveclearownershipoftheAIagenda.

EXHIBIT7

THEFORMULAFORAGENTICAIVALUE13

FiveMovestoAccelerateAIVal