BCG-AI+模型人人可得人才才是竞争优势+Everyone+Gets+the+Same+Models.+The+Edge+Is+Your+Workforce

Everyonegetsthesamemodels.Theedgeisyourworkforce.

Fivemovestobuildanadvantageyourcompetitorscan'tquicklycopy.

AboutBostonConsultingGroup

BostonConsultingGroupbridgesthegapbetweenambitionandoutcomesfortheworld’sleadingcompaniesand

organizations.Wearebuiltforthiseraofunprecedented

change—bringingstrategicclarityrootedinover60yearsofdeepdomainknowledge,combinedwithappliedAIshapedbyourpractitioners.BCGworksshoulder-to-shoulderwithCEOsacrossindustriesandgeographiestodelivertransformative

impactatscale:strongerreturns,transferredcapabilities,

andchangethatsticks.Formoreinformation,visit.

Australiahasaheadstartitisquietlywasting.AccordingtoBCG'sAlatWork2026study,86%ofAustralianfrontlineemployeesuseAlregularly,comparedto75%intheUK

and62%intheUS.ButusingAlandcapturingitsvaluearenotthesamething.Thegapmostleadershipteamsareplanningfor-gettingstafftouseAl-hasalreadyclosed.Thegapthat'sstillwideopenexistsbetween

useandvalue.

BCG'sAlatWork2026study,tracking11,749employees

across14markets,foundthat52%ofrespondents(including42%offrontlineemployees,52%ofmanagersand60%of

leaders)whouseAlregularlyreportsavingafullworkingdayormoreeveryweek.Whetherthetruefigureisafulldayorhalfaday,theorganisationalproblemisthesame:accordingtothesamestudy,61%ofemployees(including66%offrontline

employees,66%ofmanagersand52%ofleaders)getlittleornoguidanceonwhattodowiththattime,andalmosthalfdon'tredirectittohigher-valuework.Thehoursarealreadythere,butthey'renotreachingtheP&Lortranslatinginto

fasterdeliveryofanimprovedproductorservice.

It'sapowerfulinsightintothemagnitudeoftransformationthatwilllikelyneedtobeabsorbedatanorganisationallevel.WhilethisfigurewilldifferfortheAustralianmarket(whenconsideringspecificawardstructures,sectormixorskills

shortagesamongotherfactors),weexpectthedirectionandscaleofchangetoremainconsistent.

BaseAlmodelsareaccessibletoeverycompetitor,on

comparableterms,withinmonths.What'sgenuinelyhardtoreplicateiswhatyourpeopledowiththem.Theopportunity

liesinconvertingunmanaged,bottom-upproductivityintoP&Limpact,servicequality,improvedcapabilityandworkforce

advantage,beforeyourcompetitors.

BCG'sApril2026analysisestimates

50-55%ofjobsintheUSwillbemateriallyreshapedbyAIwithintwotothreeyears.

BOSTONCONSULTINGGROUP

EVERYONEGETSTHESAMEMODELS.THEEDGEISYOURWORKFORCE

AIwilldramaticallyreshapejobs–leadersmuststrategicallyreshapetheirorganisations

Twoshiftshavehappenedfasterthanmostleadershipteamsanticipated.First,AIagentshavemovedfromexperimentto

production.BCG’sAIatWorkstudyindicatestheshareof

organisationsrunningtheminworkflowsmorethandoubled

lastyear,with52%offrontlineemployeesand65%of

managersandleadersexpectingagentstohandleatleasthalftheircurrentrolewithinthreeyears.

Second,thecompaniespullingaheadaren’tboltingAIontoexistingworkflows.They’reredesigningtheworkitself.BCG’sAIatWork2026datamakesthepointsharply:leadershipiswhatseparatestheorganisationswinningwithAI.Where

leadershipprovidesstrongstrategicclarity,measurableAI

impactreaches80%ofregularusers;however,wheretool

accessisstrongbutclarityisweak,itreachesonly60%.

It’saclearindicationthevariabledecidingwhowinsisn’tthetoolingbudget.

Together,thesetwoshiftsaredramaticallychanginghowworkisorganised,includingwhattasksexist,howtheycombineinto

jobsandwhodoesthem.We’recurrentlyhearingthatmost

leadershipteamsareplanningacomparativelyconservative

transformationakintoa10-20%reshapeoverfourtofive

years,ratherthana50%workforcereshapeintwotothree

years,whichalignsmorecloselywithwhat’sindicatedinBCG’sApril2026analysisofUSjobs.TwentypercentisabudgetorL&Dconversation.Reshaping50%needsaproactivestrategy.Ideally,thisstrategyshouldsitalongsidethecost-basegoals

mostCEOsarealreadypursuing.Tobeclear,reshapingthe

workforcedoesnotalwaysequatetocuttingheadcount.

Reshapingworkprovidesframingtohelpsizeacost-outor

cost-shift–indicatingwhichrolesarenolongerneeded,wherepeoplecanbereskilledandredeployedandwherethereis

headroomtoactintentionally.

BCG’sBuildfortheFuturestudyshowsthatsuccessfulAI

transformationsrequire10%oftheeffortinalgorithms,20%intechnologyand70%inpeople,processesandorganisation,yetasrecentlyaslate2025,only5%ofcompanieshadachievedAIvalueatscale.Mostorganisationsarewell-resourcedonthe

first30%andunder-resourcedonthepeople,processesandorganisationalfactorsthatmakeAIland.

EXHIBIT1

AIisalreadychanginghowweworkandwilldramaticallyreshapejobswithin3years

Amplifiesroles:

jobswillgrowasAIboostsproductivityanddemandforskilledtalentexpands

Rebalancesroles:

routinetaskswillbeautomated,andworkwillshifttowardhigher-valueactivities

Enablesroles:

AIwillbecomeembeddedandexpectedindailywork

50-55%

ofUSjobswillbereshapedoverthenexttwotothreeyears

Jobsarelikelytobereshapedinvariousways,includingasAI:

AspectsofworkthatrespondentssayarealreadybeingchangedbyAI

Changedskillsexpectationsfortherole¹

72%16%13%

Tookoversimplertasks,leavingcomplexhigh-stakeswork

67%17%16%

Thebarforwhatisconsidered“goodenough”ishigher

60%22%17%

IncreasedtimespentreviewingandcorrectingAIoutput

52%23%25%

Rolesshiftedtoward

managinganddirectingAI

47%23%30%

Increaseddecisionmaking

41%24%35%

AgreeNeutralDisagree

Sources:BCG,AIatWork:StrategyMattersMoreThanTools(n=11,749across14markets),June2026.

1ShareofrespondentswhoreportAIwillsignificantlyormoderatelychangetheexpectationfortheskillsneededfortherole.RevelioLabs;O*NET;USBureauofLaborStatistics.

BOSTONCONSULTINGGROUPEVERYONEGETSTHESAMEMODELS.THEEDGEISYOURWORKFORCE4

BOSTONCONSULTINGGROUP

TurningAIspendintoadvantage-

fivemovesfortheCEO

Mostleadershipteamscannamesomeoftheobviousmoves

-workforceplanning,leadershipdevelopmentandchange

management.Manyarealreadydoingversionsofthesemoves.However,theydon'talwaysrunthemasaconnectedsystem

witheachmovereinforcingthenext,whichispreciselywhat'srequiredtounlockthereturnonAlinvestment.

OnlytheCEOhastheorganisationalvantagepointand

mandatetobringthesemovestogetherintoaholisticreshape.Thereasonitcan'tbedelegatedisstructural:thecost-outsitswiththeCFO,thetoolingwiththeCIO,theredesignwiththeCOOandthepeoplewiththeCHRO.However,valueonly

appearswhentheyallalignwithoneagenda.Handittoanysinglefunctionandyouriskprogressinoneplaceandstalleverywhereelse.

1)Positiontherebuildingofjobsasanopportunity

torediscoveryourpeople

Thegoodnewsaboutreshapinghalftheworkforce:thereisnoneedtorehirehalfofit.Muchofthetalentforwhat'scomingisalreadyinsidetheorganisation.Butthereisworktobedonetofindthem.TheorganisationsthatpullaheadwithAIwill

strikethebalancebetweendeployingiteffectivelyand

deliberatelyredesigningjobstosurfaceuniquelyhumanskills,includingthosewhichareincrediblyvaluablebutunderutilised.Startwiththetasks.Simplyput,everyjobismadeupofa

bundleoftaskswhichareassembledtofilladefinedamountoftime.Asorganisationsidentifywhattaskscould(andmoreimportantly,should)bedonebyagents,theygainclarityonthetasksthatmustsitwithhumans.Thisvisibilityraisesquestionsaroundhowthesetasksmightrecombineintonewjobs-manyofwhichwillprobablylooknothinglikethoseontoday'sorg

chart-andtheskillsrequiredforeach.

Tofillthesenewjobs,leadershipshouldlookatthepeople

alreadyinsidetheorganisation.A5,000personorganisationcontainsarichportfolioofskills.Withanunderstandingof

whatthenewjobsneed,thequestionbecomes:whoalreadyhastheskillsandhowdowematchthem?Alnowmakesthismatchingviableatscale,whiletargetedhiringandreskillingcanfillthegenuinegaps.Inourexperience,moreofthetalentneededforanorganisation'snextphasealreadyexists

internallythanmostleadersexpect.However,findingit

requirestheskillsvisibilitymostorganisationsdon'tyethave.

In2025,aglobalbankengagedBCGtosupporttheredesignofitsjob

architecturewithafocusonrediscoveringitspeople.Theapproachinvolvedidentifyingskill'adjacencies'tohelpsimplifythejobarchitecture,reorganising250differentroletypesinto22redesignedroletypes.Overall,~90%ofthe

bank’sworkforcegapswerefilledbyunderstandingemployees'skillsandmovingpeopleintonewrolesorreskillingthemasneeded.

2)Makestrategic

workforceplanningan

‘alwayson'capability

3)Ensureyourorganisationretainsthehumanskills

thatmatter

Typically,strategicworkforceplansareproducedonceayear.WithAlacceleratingdramaticshiftsintechnology,market

assumptionsandthetalentlandscapeitself,theseplansnowriskbecomingredundantwithinmonths.Astasks,jobsandtheskillsthatmatterbegintochangefasterthananyannualcyclecantrack,organisationsneedtodevelopan‘alwayson'

workforceplanningcapability.Thisrequiresleaderstorethinkworkforceplanningandtoshiftawayfromundertaking

sporadicplanningexercises,towardsbuildingacontinuousstrategicdiscipline.

Inpractice,thismeansdevelopingasystemthatcan

anticipate,attract,developandredeploypeopleaspartofan

overarchingworkforceplanningprocess.Thissystemisup-to-

dateandaccessibleatanypointintime,keepingpacewiththe

speedatwhichorganisationsmustnowmove.Buildinga

successfulcapabilityrequiresgatheringdataandinputsfrom

acrosstheorganisationandimplementinganewtoolsuite

thatcansource,analyseandrespondtotheneedsofa

reshapedbusiness.Itrunsoffbusinessstrategy,isownedby

theleaderswhoownthenumbersandisrefreshed

continuously.Italsomakesthecost-baseresettractable-

aclearviewoftomorrow'sworkforceshowspreciselywhat

today'scostbaseisfundingthatyou'llnolongerneed.

Inaglobalstudyof70seniorexecutives,halfsaytheyare

alreadyseeing"distributedde-skilling"-thecritical-thinking,judgementandproblem-framingskillstheyrateasmost

importantareerodingasorganisationsincreasinglyleanonAl(seeExhibit2).What'smore,over60%ofthemexpectthistobecomeamaterialthreatwithinthreetofiveyears(see

Exhibit2).AsAltakesoverroutineandautomatabletasks,capabilitiesdrawnfromhumanjudgementandexperience-technicaldepth,creativity,customerempathy,navigating

ambiguityandapplyingethics-willlikelybecomemore

valuable.Asorganisationsreshape,it'sunlikelythatAlwillreplacehumanjudgement.However,it'spossiblethatpeoplewillstarttoexercisetheirjudgementfarlessoften.

LeadersarethesinglebiggestvariableinwhetherAlpays.

Theysetthebar.Recallthetwenty-pointspreadindicatedinBCG'sAlatWorkdata:organisationswithstrongstrategic

clarityfromthetopreportmeasurableAlimpactat80%,

against60%forthosewithstrongtoolaccessbutweak

direction.Correlationisn'tcausation,butthepatternholds

consistentlyenoughtobeactionable.Toactivelyhelpmaintainthehumanskillsthatmatter,leadersshouldembedtherobustquestioningofAloutputsintohowtheirteamswork,startingwithtwokeycompetencies.

BOSTONCONSULTINGGROUPEVERYONEGETSTHESAMEMODELS.THEEDGEISYOURWORKFORCE

First,leadersneedarealworkingbaseinAI–enoughtousethetools,buildsimpleworkflowsandrecogniseweakoutputs,evenwhenthey’redressedupasconvincing.ThereisnoneedtobethedeepestAIexpertintheroom,butleadersmustbeliterateenoughtointerrogateoutputsandtoknowwhento

pushback.Aleaderwhocan’tdothiscan’tsetthebar.

Second,andgenuinelyharderasitrequiresjudgementAIcan’tsupply,leadersneedtoasktherightquestionsofanAI-augmentedteam.

Whatdidyouaddbeyondwhatthemodel

produced?Wherearethesourcesweak?Haveyoustress-testedthisagainstatoughreviewer?Whichoftheseclaims,ifwrong,costsusmost?

AskingthesequestionseffectivelyisnowaprimarywayaleadercanaddvaluewhentheirteamhasalreadyusedAItocreateafirstdraft.Thisappliesateverylevelofthe

organisation,whichiswhydevelopmentshouldbeembeddedwithinthetransformationprogram.

AsdetailedintheBCGInstitute’sJune2026analysis,Shellprovidesan

exampleofchangingworkflowstodeliberatelyretainthecriticalhumanskillsthatmatterasstaffadoptAI,includingimplementingstructuredcheckpointsforhumanstochallengeorvalidateAIoutputs,limitingtheuseofAIfor

junioremployeessotheycanlearncrucialskills,andactivelyassigningownershipoffinaldecisionstohumans.

EXHIBIT2

Theriskofde-skillingisreal

1=Norisk→5=Veryhighrisk

De-skillingRisk

Over60%ofCEOsexpectdistributeddeskillingtobecomeamaterialthreatwithinthreetofiveyears

3.6

Atriskarea

Judgement&

decision-making

Creativethinking

Problem

understanding&framing

3.4

Analysisand

causalreasoningSolutiongeneration

andevaluationSystemsthinking

3.2

Dependability&attentiontodetail

3.0

Resilience,flexibility&agility

Teaching,mentoring&coaching

Relativelyprotectedarea

Motivation&

self-awareness

Curiosity&lifelonglearningEmpathy&activelistening

2.8

Leadership&

socialinfluence

1.0

4.4

3.4

3.6

4.0

4.2

3.8

1.0

SkillImportance(forlong-termorganisationalperformance)

1=Notimportant→5=Mission-critical

Sources:BCGInstitute,WhenEveryoneUsesAI,CompaniesRiskLosingCriticalSkills,June2026(globalsurveyof70C-suiteandseniorexecutives).

BOSTONCONSULTINGGROUPEVERYONEGETSTHESAMEMODELS.THEEDGEISYOURWORKFORCE7

4)Settheconditions

forchangefromthetoptoshiftbehaviourthroughout

AccordingtoBCG'sAlatWorkstudy,86%ofemployeesbelievetheyneedmajorupskillinginAlwithinthenextfiveyears,butonly36%feelthey'reproperlytrained.Whiletrainingprogramsareimportant,behaviouronlychangeswhenthreethingslineup:peoplecandothenewthing,theirenvironmentletsthemandtheyactuallywantto.Mostorganisationssortthefirsttwobutdon'tputenoughemphasisonthethird.Thisisthefactorleadershipcontrolsthroughthesignalsitsends,includingwhatgetsnoticedandrewarded,andwhetherpeoplefeelchangeishappeningwiththemortothem.

BCG'sAlatWork2026studysurfacessomethingmost

leadershipteamswouldbepleasedtolearn:theactionsthatmostimprovebusinessimpactarethesameonesthatmostimprovehowemployeesexperiencetheirwork-it'sthesameleverpulledtwice.Thisstudystatesthetopfivediversare

redesigningtheorganisationaroundAl,aligningwordswithactions,trackingvaluefromAl,engagingemployeesin

ideationandrewardingadoption.Mostofthesearemotivationlevers.Nonearetraininglevers.

Motivationiscollectiveandleadersshiftfastestwhenthey

shifttogether.Asthereshapecommences,leadersmust

considerhowcareerpaths,promotioncriteriaandrecognitionprogramswillbeupdated.Iftheyrewardoldbehaviours,no

amountofmessagingwillshiftthecultureorenactchange.

BCG'sexperiencetellsusmostorganisationalchangeiseasiertodesignthantosustain.AsnotedinHowChangeReallyWorks,thegapbetweenwhatleadersintendandwhatemployees

actuallyexperience,or'changedistance’,iswhyroughlythreeinfourtransformationsfallshort.Leadershipteamsatwinningorganisationswillsuccessfullyreshapebyagreeingonafew

thingsthatmatterandpursuingthemrelentlessly.Inparallel,theywillsustainchangebyactivelymaintainingemployee

engagement,trustandperformanceoverthelongterm.

In2025,BCGpartneredwithagovernmentagencytoimprovethe

performanceoftwomulti-billion-dollartechnologydeliveryprogramsby

changingthecontext.Leaderswerecoachedtoengagewiththeirteams

differentlybyfocusingonthemostconsequentialdrivers,makingitsafetosurfacebadnewsearly,askinghardquestions'abouthowtoresolvethese

issues,increasinglyworkingalongsideteamsinsteadofdirectingfromabove,andregularlyrecognisingthosewhoexemplifiedthesebehaviours.Withinsixmonths,teamswerearoundonethirdfasteratreachingkeymilestones,and92%ofleadersreportedtheirteamsweredrivingprogressindependently.

BOSTONCONSULTINGGROUPEVERYONEGETSTHESAMEMODELS.THEEDGEISYOURWORKFORCE

5)Convertshort-termgainsintolong-termorganisationalvalue

Short-termgainsfromAlcanbeharnessedforalarger

organisationalprize.RecallthatBCG'sAlatWorkdata

indicatesmostemployeesarealreadysavingtimewithAl,butalmosthalfdon'tredirectthistimetohighervaluework.Intheshortterm,capitalisingonindividualtimesavingsrequires

developingvisibilityoverhowandwherecapacityistranslatingintoproductivity,andthenintovalue,withintheorganisation.Thismeansmovingbeyondtrackingindividualhourssaved,capturingAladoptionmetrics,orlayeringmoretoolsontotheexistingoperatingmodel.Instead,organisationswillneedtoadoptupdatedmetricsthatsystematicallymeasurehowfreedcapacityisbeingusedandwherethereareopportunitiesto

redirectittowardshighervaluework.Dependingonyourorganisation,thismightmeaninterrogatingopportunitiesforredirectingtimetowardsimprovingthecustomer

experience,offeringfasterorbetterservicesordrivinginnovationandgrowth.

Afterestablishingthisvisibility,andwiththeexecutionof

Moves1-4,itfollowsthatAlwillincreasinglyallowteamsto

driveorganisationalvaluefaster.Tocapitaliseonthis

acceleratedpaceofwork,CEOsmustdeliberatelyredesign

theiroperatingmodelandgovernancestructurestokeeppace.Thismeanstheoperatingmodelneedstoreflectthe

organisation'slong-termstrategy,whileremainingflexible

enoughtoberapidlyrecalibratedasAlacceleratesvalue

creation,uncoversopportunitiesandsurfacesnewareasof

competitiveadvantage.Additionally,thismeanstheoperatingmodelneedstobeunderpinnedbyfunctions,workflowsandroleswhichcanalsoberapidlyreimaginedend-to-end.Whilethisapproachisstillemerging,BCGisalreadyseeingearly

signsthatleadingorganisationsareevolvingtowardsit.ThisincludesinsightsfromanexecutiveataglobalfrontierAllab,whosharedthattheirorganisationnowconductslong-termplanningonamonthlybasis,asintheirview,annualplanningcyclesnolongerkeeppacewiththespeedofchange.

BOSTONCONSULTINGGROUPEVERYONEGETSTHESAMEMODELS.THEEDGEISYOURWORKFORCE

Fromagendatoaction

Allfivemovesarenecessary,andorganisationswillneedto

decidehowtosequencethemoves,buildintegrationovertimeanddevelopthemulti-yearstaminarequiredtosustainchange.Whilethesedecisionswillofcoursedependonyourcontext,aprimaryriskformostorganisationswilllikelybetreatingone

ormoreofthemovesasoptional.

Startwheretwoorthreefunctionsintersectatenoughscaletoholdexecutiveattention.Settheconditionsfromthetopinparallel:CEOsponsorship,cleardirectionandgovernancemustprovidetherightenvironmentforthemovestobe

implemented.Approachthehumansideofthereshapeasthegenuineopportunityitrepresents,withmanyofthe

leversdrivingbusinessvaluealsodrivinghowemployeesexperiencetheirwork.

Thewindowisnow

ThreenumbersfromBCG’smostrecentAIRadarsurveycapturetheCEO’sposition:

72%saytheyarenowthe94%willkeepinvestinginAI50%believetheirrole

primarydecision-makeronAIevenifitdoesn’tpayoffin2026dependsongettingitright

CEOswhocommittostartingthesemovesnowwillbuilda