德勤 -企业是否已做好准备在工作场景中部署个性化智能代理 Are organizations ready for personalized AI agents in the workplace

Deloitte.Insights

AreorganizationsreadyforpersonalizedAlagentsintheworkplace?

PersonalAlagentscouldgiveworkersmorecontroloverhowtheyworkandaccelerate

innovationandadoption.Buttheyalsoraisenewquestionsaroundgovernanceandtrust.

ByGregoryVert,BradKreit,AbhaKulkarni

Article·6-minread·12October2026·DeloitteCenterforIntegratedResearch

AREORGANIZATIONSREADYFORPERSONALIZEDAIAGENTSINTHEWORKPLACE?·PG1

Imagineajobinterviewwherethecandidatebringsnotonlya

résumébutalsotheirpersonalAIagent.Ratherthancompleting

anassessmentindependently,theyworkalongsideanagentthey’vetrainedovermonthsoryears.Theinterviewisnolongerevaluatingonlytheindividual.It’salsorevealinghowtheycollaboratewith

artificialintelligence.

Butthemoreinterestingquestionsmightcomeafterthey’rehired.

Cantheybringthatagentintotheirnewrole?Doestheorganizationneedtorevieworonboardit?Canitconnecttocompanysystemsordata?Ordoesthehumanworkerneedtorecreatewhatthey’vebuiltusingwhatevertoolstheorganizationalreadyhasatitsdisposal?

Organizationsmaynotbeconfrontingthesequestionsatscaleyet,butseveraltrendssuggesttheymightneedtostartthinkingaboutthem.

Tobeginwith,someorganizationsaremakingambitiousplansto

scaleagentsinthenextseveralyears.Itispredictedthatby2028,theaverageFortune500companywillhave150,000digitalagents

deployedacrossitsoperations,upfromfewerthan15in2025.1Atthesametime,creatingcustomizedAItoolsisbecomingeasierfor

Personalagents:Opportunitiesandtrade-offs

Enterpriseagentsofferanimportantadvantage:scale.Becausetheyaredesignedtooperateacrossworkflows,theirvaluedependslessonindividualworkersandteamsdecidingwhetherorhowtousethem.

Butthatbreadthcanalsobealimitation.Enterpriseagentsmaynotaccountforthespecificworkindividualsandteamsdo,orforthe

differentwayspeopleapproachthatwork.Personalagents,

developedbyindividualworkersanddeployedprimarilyontheir

localdesktoptoenhanceindividualproductivity,couldhelpfillthatgapbyallowingworkerstotailorAImorecloselytotheirowntasksandwaysofworking.

Notonlycouldencouragingtheuseofpersonalagentshelp

organizationsmovefastertowardintegratingagentictechnologyintoworkflows,butenablingindividualworkerstocreateandmanage

theirowntoolscouldhelpattractandretaindifferentiatedtalentinanAIera.AsindividualsdeveloppreferencesaroundAItoolsin

theirownlives,beingabletodevelopandusepersonalagentscouldalsoenableworkerstoperformbetteronbehalfoftheorganization.Workersonthegroundmaybebestpositionedtodevelopagentic

solutionstoaugmentworktheyarealreadydoing.

nontechnicalusers.OpenAIreportedthatfromAugust2025toJune2026,weeklyusageofCodex(anAI-codingassistant)amongnon-developersincreased137-foldforindividualusersand189-foldfororganizationalusers.2

AndevenasorganizationshavebegunprovidingmoresanctionedAItools,workerscontinuetouseunsanctionedalternativesoftheir

own.AMay2026DeloitteTrustIDstudyreportedthatamong

workersusingAIatwork,49%ofrespondentsreportedusing

unapprovedAIsolutions,withseniorleaders32%morelikelythan

stafftouseunapprovedAItools.3

Astheseforcesconverge,theycouldcreateaworldinwhichworkersaugmenttraditionalenterprisetoolswithpersonalagentstoimprovetheirownproductivityandteamoutput.Theycouldalsocreatea

newsetofquestionsaroundsecurity,intellectualproperty,cost,

trust,andgovernance.Whilethereisn’tasingleanswerforhow

organizationsshouldrespond,leaderscanbeginbyconsidering

wheretheorganizationshouldstandardizeAIandwhereitmight

benefitfromgivingindividualsmoreroomtoshapetheirowntools.

Butgivingworkersmorelatitudetodevelopandusepersonalagentsalsointroducesnewchallengestogovernance.Anagentusedbyoneemployeeforalimitedtaskraisesdifferentissuesfromonethatcanconnecttoenterprisesystemsandaccessanorganization’sdataor

interactwithcustomers.Andanagentbuiltentirelywithinan

organization’sapprovedtechnologyenvironmentposesdifferentrisksfromoneaworkerbringswiththemfromoutsidethe

organization.

Governingagentsisalreadyprovingtobeachallengeformany

organizations.AccordingtoDeloitte’s2026StateofAIinthe

Enterprise,onlyoneinfivesurveyedcompanieshasamature

governancemodelforautonomousAIagents,despitethree-quartersplanningtodeploythemwithintwoyears.4Additionally,aseparateDeloittesurveyof500seniormanagersandabovefoundthat70%ofrespondentsviewedtheinabilitytotrustandgovernagentsasabarriertoadoptingagentictechnology.5

Tounderstandtheopportunitiesandtrade-offs,organizationscanfirstconsiderwhetheraparticularusecaseisbettersuitedtoan

enterpriseagentorapersonalagent.Ifausecasecan’tbeaddressedbyenterprise-levelagents,organizationscanconsidertwo

approachestopersonalagents.Workersmightbringtheirown

externalagentictoaddresstheusecaseor,iftheyneedto,buildanagentwithinenterpriseframeworks(figure1).

AREORGANIZATIONSREADYFORPERSONALIZEDAIAGENTSINTHEWORKPLACE?•PG2

Figure1

ChoosinganapproachtoAlagentdevelopmentmeansbalancingscale,flexibility,andcontrol

Enterprisewideagentictools

Personalagents

BuildyourownagentBringyourownagent

Strengths

·Easiertoscalewhilemaintaining

consistencyandmanagingdatarisks

·EasiertomanagegovernanceandIP

issues

Strengths

·Enablesteamsandindividualworkers

tocustomizetheirownsolutions

·Organizationretainsmorecontroloverintellectualpropertyanddata

Strengths

·Maximizesflexibilityandportabilityfortheentireworkforce

·Agentscanbecustomizedtoworkerneedsandpreferences

·Increasesspeedofadoptionandtooldevelopment

·Couldbemostattractivetoearlyagentictechadopters

Limits

·Limitedcustomizabilityfortheenduser

·Workersmayincreaseuseof

unapprovedtoolsthatbetterfittheir

needs

Limits

·Workersmaystilluseunsanctionedtoolstomeetneeds

·Scalingtoolstotheenterprisemaycreate

risks

Limits

·Createsquestionsaroundintellectualpropertyownership

·Scalingindividualtoolstolargergroups

andteamsmaycreateunanticipated

challenges

Otherconsiderations

·Mostappropriateforenterprise-level

needs,suchasrespondingtohuman

iyui,sistency

paramount

Otherconsiderations

·Allowsforfastercustomizationandagents

toworkmorenaturallyinworkprocesses

risks

andcontexts,butcouldcreatescaling

·Requirestechnicalfluencytodevelop

Otherconsiderations

·Providesthemostcustomizationbut

wouldlikelyrequireinternalITsupportor

fortokencosts

poweruserstomanage;unclearwhopays

·Needsclearapprovalprocessesfor

sharingandscalingacrosstheenterprise

Source:Deloitteanalysis.

Deloitte|

Keyconsiderationsforgoverningpersonalagents

Ifpeopleincreasinglyturntopersonalagentstohelpthemperformbetterintheirprofessionalroles,theeraofone-size-fitsallenterprisesoftwaremightbegivingwaytosomethingmuchmorefluid:

WorkerswhouseAItobuildtheexacttoolstheyneedcanmakealocalizedimpactwithintheirrole.Tobegintointegratethese

personalagentictoolsintoenterpriseagenticstrategies,

organizationsmightneedtorethinkhowmuchflexibilitytheycanallowindevelopingandusingthem.Thequestionsarenotonly

technical.Theyalsotouchstrategy,trust,cost,andthebalancebetweenenterprisecontrolandindividualautonomy.

Strategy:Howdopersonalagentsfitintoabroaderhumanxmachinestrategy?

Humanxmachinestrategiesintentionallydesignworktoleveragetheuniquestrengthsofbothhumansandmachinestocreate

sustainedvalueandgrowth.RecentDeloitteresearchsuggeststhatcompaniesthatleadindevelopinghumanxmachinestrategy—

particularlyonthepeopleandorganizationalsides—arenearly2.5timesaslikelytoreportbetterfinancialresults.6Personalagents

couldbecomeanotherwaytoputthatstrategyintopracticeby

givingworkersmorescopetoshapeAIaroundtheworkthey

actuallydo.Theymayalsoprovideopportunitiesforindividualstoharnesstheirowncreativityanduniquewaysofthinkingto

acceleratethedevelopmentofagentictoolsaswellasthepacewithwhichworkprocessescanberearchitectedaroundhuman-machinecollaboration.

TrustworthyAl:Howcanorganizationsenableexperimentationwithoutcreatingunacceptablerisks?

thepotentialrisksaroundtrustandreliabilityatscale,enabling

workerstopilottheuseofpersonalagentsmayactuallyalleviatetheuseofunapprovedagentictools.

Costandvalue:Whopays,andhowdoweassessthevaluepersonalagentsbring?

Asorganizationsbecomemoremindfulofthetokencostsrelatedtoscalingagentictechnology,personalagentscouldaddanadditionalwrinkletothosecalculations.Workersmightbemoreefficientas

wellasinnovativewhentheyhavetheopportunitytousepersonal

agentstosupporttheirefforts,butdecentralizedexperimentation

couldalsocreateduplicativeeffortsandadditionaltokencosts.

Walmartrecentlymadethedecisiontolimittokenuseinanefforttoavoidduplicativerequestsandvibe-codedprojects,⁹andother

companiescouldfollownext.Bring-your-ownapproachesalsoraiseanotherquestion:Ifaworkerusesapersonallydevelopedagentforwork,whobearsthecost—theorganization,ortheindividual?

Whilepersonalagentsmayhelpaccelerateadoption,theycould

carryrisksrelatedtothereliabilityofagenticoutputs,especiallyatscale.Organizationsmayneedtorestrictthoseagentstoindividualorsmallteamuseandavoidhigherstakesusecasessuchasthosethatinvolvesensitivedataorcustomer-facinginteractions.Despite

PersonalAIagentscouldrequireorganizationstorethinknotonlyhowAIisgoverned,butalsowheretodrawthelinebetween

enterprisestandardizationandindividualautonomy.Thechallengemaybelessaboutchoosingoneovertheotherthandecidingwheregreaterindividualflexibilitycreatesvalue,andwheretherisksmayrequiretighterorganizationalcontrol.

ContinuetheconversationMeettheindustryleaders

GregoryVert

Principal|DeloitteConsultingLLPDeloitteUnitedStates

BrennaSniderman

Executivedirector|DeloitteServicesLP

DeloitteUnitedStates

KyleForrest

Principal|DeloitteHumanCapitalConsulting|DeloitteConsultingLLPDeloitteUnitedStates

BYGregoryVert

DeloitteUnitedStates

BradKreit

DeloitteUnitedStates

AbhaKulkarniDeloitteIndia

ENDNOTES

1.Gartner,“

GartneridentifiessixstepstomanageAIagentsprawl

,”pressrelease,April28,2026.

2.OpenAI,“

Howagentsaretransformingwork

,”June25,2026.

3.AshleyReichheld,“

WorkforceTrustwithAI:TrustinOrganizationalAI,informedbytheFebruary2026–April2026DeloitteTrustIDⓇ

WorkforceIndex,

”Deloitte,May2026.

4.Deloitte,“

StateofAIintheEnterprise:Theuntappededge

,”January2026.

5.ChinaWidener,LauraShact,DavidJarvis,andSayantaniMazumder,“

AIagentsareonlythebeginning:Thepathtoagentic

transformation

,”DeloitteInsights,Aug.12,2026.

6.NicoleScoble-Williams,SueCantrell,DavidMallon,andStefanoBesana,“

Gettinghumanandmachinerelationshipsright

,”DeloitteInsights,March4,2026.

7.ChloeDomergue,BrennaSniderman,SueCantrell,JonathanHoldowsky,andNatashaBuckley,“

Thedivergencedynamic:How

unconventionalthinkersmaygiveagenticAIanedge

,”DeloitteInsights,Dec.8,2025.

8.MayaBodan,MonikaMahto,BradKreit,andDianaKearns-Matalotos,“

Thetokenquestion:AreleadersdesigningfortherightAI

behaviors?

”DeloitteInsights2Action,July16,2026.

9.DominickReuter,“

WalmartsaystokenlimitonemployeeAItoolisaboutcuttingdownonduplicativevibecoding

,”BusinessInsider,June4,2026.

ACKNOWLEDGMENTS

TheauthorswouldliketothankCorrieCommisso,BrennaSniderman,SiriAnderson,andSusanCantrellfortheirongoingfeedbackandsupportthroughoutthewritinganddevelopmentprocess.TheyalsothankSaurabhRijhwaniandAkshayPoojarifortheirmarketing

support,aswellasMarioPasseraforhissupportinthedevelopmentofthisarticle.

Editorial(includingproductionandcopyediting):CorrieCommisso,ShyamiliM,AnuAugustine,andCintiaCheong

Design:MollyPiersol

Coverimageby:ManyaKuzemchenkoandSonyaVasilieff

Knowledgeservices:ViswaTejaVanapalli

COPYRIGHT

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