智能体价值公式2026年应用型人工智能指数2026

THEAPPLIEDAIINDEX2026

TheFormulaforAgenticAIValue

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

21

Playbook:HowtoBecomeanAgenticFuture-BuiltCompany

24

Conclusion

2

5Appendix:SurveyDesignMethodology

26AbouttheAuthors

AIValueIsBecomingReal

Forleadershipteams,AIvaluecanseemfrustratinglyelusive.Butthatisstartingtochange.Almost50%ofcompanies

arenowgeneratingmeasurablevaluefromAI,evenasthebiggestshareofthatvalueremainsconcentratedamongarelativelysmallgroupoftopperformers.

Now,agenticAIhasarrivedwiththepromiseofevengreaterrewards.ItdramaticallyincreasesthepotentialvaluefromAI,andaclearplaybookcanenablecompaniestocapturethat

value,regardlessoftheircurrentlevelofAImaturity.

Theplaybookembracesasimpleformula:strategicclarityplusappliedAIcantranslateAIambitionintotransformative

impact.Strategicclarityisaboutgettingthebigchoicesrighttostrengthencompetitiveadvantage,appliedAImeans

embeddingAIintohowthebusinessoperatesday-to-day,andtransformativeimpactistheenterprisevaluecreatedwhen

thoseelementscometogether.

THEFORMULAFORAGENTICAIVALUE3

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

2025valuerealizedthroughAIasapercentageofrevenue

High

4.5%

SignificanttransformativeimpactoccurswherestrategicclaritymeetsappliedAI

2.0%

APPLIEDAIMATURITY

Maturecapabilitiesdriveresults,butlowclarityleavesvalueuntapped

5x

AIvalue

0.9%1.8%

LackofclarityandcapabilitiesThereisclarityastowherevaluelies,but

resultsinverylowimpactcapabilitiesneedtoevolvetofullyrealizeit

>

Low

Low

DEGREEOFSTRATEGICCLARITY

High

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(%)

Leaders

Laggards

2026

2025

2024

0255075100

APPLIEDAIMATURITYSCORE

StagnatingEmergingScalingFuture-built

4.5

47

41

7.5

14

46

35

5

25

2025a

49

verage

22

4

ge

2026avera

2024average

LimitedAI

FoundationalAI

Builtadvanced

Atthefrontier

capabilities,

capabilitiesin

AIcapabilities,

ofagenticAI,

fragmented

place,but

scaling

generating

adoption,no

strugglingto

effectively,value

sustainedvalue

measurable

scaleand

startingto

andcompetitive

valuegenerated

generatevalue

compound

advantage

ValueachievedbyAIleadersandlaggards

METRICSBASEDONREPORTEDFINANCIALS(%)

LaggardsScalingFuture-built

Top-lineCAGR56

12

3-yearTSR234254

EBITDAgrowth55

14

METRICSBASEDONAI-SPECIFICRESEARCHFINDINGS(%)

1.6

3.3

0.5

Realizedrevenueincrease

0.8

3.4

1.9

Realizedcost

reduction

50

70

80

ConfidenceinachievingAIRoItargets

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

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

EXHIBIT3

AgenticAIValueShareWillNearlyDoubleby2030

Agenticvaluerealization

AGENTICVALUEREALIZATION(%OFCOMPANIES)

1.8x

22

78

17

83

39

61

2026

2025

2030

RELATIVESHARESOFAGENTICANDNONAGENTICAI(%)

Realizingfullvalue2

44

Bringingpilots

tooperations

34

47

Runninginitialpilots

36

8

Stillbuilding

28

1

AgenticAINonagenticAI

LaggardsFuture-built

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.

EXHIBIT4

10BOSTONCONSULTINGGROUP

TheValueDistributionfromAIDiffersbySector

DISTRIBUTIONOFAIVALUEPOTENTIALACROSSFUNCTIONSIN2026(%)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

•ProductIT

2

Finance•OperationaltechnologyIT3

4

Legal

3

Totalenabling

22

Power,utilities,andrenewables

9

R&D/innovation

5

Marketing

7

5

8

7

CustomerjourneyPricing

Sales

10

EnergygenerationMaintenance

7

Energydistribution

58

Totalcore

11

Technology/IT

8

5

CustomerserviceProcurement

5

HR

8

5

FinanceLegal

42

Totalenabling

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

4.7

3.6

2.8

Revenueincrease2

Costreduction2

Source:AppliedAIIndex2026(n=1,330).

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

EXHIBIT6

MostAISpendingNowSitsOutsideEnterpriseIT

EnterpriseITspending+

AIspendingoutsideIT

EnterpriseITspending

exclusiveofAI

AIspending

inenterpriseIT

AIspendingoutside

enterpriseIT

TotalAIspending

Opera-tionalAI

AIplatform

ProductAI

DataforAI

AItalent

Governance

2026AIBUDGETSOURCES(%OFREVENUE)

AIBUDGETBREAKDOWN

2.6

0.5

5.9

0.8

0.7

3.3

0.6

2.8

0.5

0.4

0.3

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)

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

FiveMovestoAccelerateAIValueGeneration

Transformativeimpact

ScaleAIworkflowstoachieve

transformativeimpact

Future-built

companiesscalefivetimesasmany

workflowstofull

valuecreationthanlaggardsdo

AppliedAI

Agentic

enterprise

ShifttoAI-first

operatingmodelwithagenticcontrols

Companiescapture3.6timesasmuchvalue

fromagenticAIwhenallgovernancecontrolsareenterprise-wideaswhenjustpiloted

Agentic

workforce

Reinventthe

workforcearound

humansandagents

Future-builtcompaniesare3.2timesaslikelyaslaggardstoprepareforagenticAIthroughstrategicworkforce

planning

Agent-readyarchitecture

Buildtheagenticplatform,poweredbydata

69%offuture-built

companiescommittooneenterprise-wide

platform(forexample,sharedstandards,andcommonguardrails)

Strategicclarity

Getthebig

choicesrightwithstrategicclarity