职场中的超级机构：赋能人们释放人工智能的全部潜力

Superagencyin the Workplace Empowering people to unlock AI’s full potential Hannah MayerLareina YeeMichael ChuiRoger Roberts January 2025 Contents Introduction2 Chapters: 1. An innovation as powerful as the steam engine52. Employees are ready for AI; now leaders must step up113. Delivering speed and safety184. Embracing bigger ambitions265. Technology is not the barrier to scale35 Conclusion: Meeting the AI future40Acknowledgments42Methodology43Glossary44 Introduction Almost all companies invest in AI, but just 1 percent believe they are atmaturity. Our research finds the biggest barrier to scaling is notemployees—who are ready—but leaders, who are not steering fast enough. Artificial intelligence has arrived in the workplaceand has the potential to be as transformativeas the steam engine was to the 19th-century Industrial Revolution.1With powerful and capablelarge language models (LLMs) developed by Anthropic, Cohere, Google, Meta, Mistral, OpenAI,and others, we have entered a new information technology era. McKinsey research sizes thelong-term AI opportunity at $4.4 trillion in added productivity growth potential from corporate use cases.2 Therein lies the challenge: the long-term potential of AI is great, but the short-term returns are unclear. Overthe next three years, 92 percent of companies plan to increase their AI investments. But while nearly allcompanies are investing in AI, only 1 percent of leaders call their companies “mature” on the deploymentspectrum, meaning that AI is fully integrated into workflows and drives substantial business outcomes. Thebig question is how business leaders can deploy capital and steer their organizations closer to AI maturity. This research report, prompted by Reid Hoffman’s bookSuperagency: What Could Possibly Go Right withOur AI Future,3asks a similar question: How can companies harness AI to amplify human agency and unlocknew levels of creativity and productivity in the workplace? AI could drive enormous positive and disruptivechange. This transformation will take some time, but leaders must not be dissuaded. Instead, they mustadvance boldly today to avoid becoming uncompetitive tomorrow. The history of major economic andtechnological shifts shows that such moments can define the rise and fall of companies. Over 40 years ago,the internet was born. Since then, companies including Alphabet, Amazon, Apple, Meta, and Microsoft haveattained trillion-dollar market capitalizations. Even more profoundly, the internet changed the anatomy ofwork and access to information. AI now is like the internet many years ago: The risk for business leaders isnot thinking too big, but rather too small. Superagency: By the numbers Employees are more ready for the change than their leaders imagine Leaders need to recognize their responsibility in driving gen AI transformation This report explores companies’ technology and business readiness for AI adoption (see sidebar “About thesurvey”). It concludes that employees are ready for AI. The biggest barrier to success is leadership. Chapter 1looks at the rapid advancement of technology over the past two years and its implications forbusiness adoption of AI. Chapter 2delves into the attitudes and perceptions of employees and leaders. Our research shows thatemployees are more ready for AI than their leaders imagine. In fact, they are already using AI on a regularbasis; are three times more likely than leaders realize to believe that AI will replace 30 percent of their workin the next year; and are eager to gain AI skills. Still, AI optimists are only a slight majority in the workplace; alarge minority (41 percent) are more apprehensive and will need additional support. This is where millennials,who are the most familiar with AI and are often in managerial roles, can be strong advocates for change. Chapter 3looks at the need for speed and safety in AI deployment. While leaders and employees want tomove faster, trust and safety are top concerns. About half of employees worry about AI inaccuracy andcybersecurity risks. That said, employees express greater confidence that their own companies, versusother organizations, will get AI right. The onus is on business leaders to prove them right, by making bold andresponsible decisions. Chapter 4examines how companies risk losing ground in the AI race if leaders do not set bold goals. As thehype around AI subsides, companies should put a heightened focus on practical applications that empoweremployees in their daily jobs. These applications can create competitive moats and generate measurableROI. Across industries, functions, and geographies, companies that invest strategically can go beyond usingAI to drive incremental value and instead create transformative change. Chapter 5looks at what is required for leaders to set their teams up for success with AI. The challenge of AIin the workplace is not a technology challenge. It is a business challenge that calls upon leaders to alignteam