AI现状：组织如何重构以捕获价值

How organizations are rewiring to capture value Alex SinglaAlexander SukharevskyLareina YeeMichael ChuiBryce Hall March 2025 Organizations are beginning to create thestructures and processes that lead tomeaningful value from gen AI. Whilestill in early days, companies areredesigning workflows, elevatinggovernance, and mitigatingmore risks. rganizations are startingto makeorganizational changesdesigned togenerate future value from gen AI, andlarge companies are leading the way. Thelatest McKinsey Global Survey on AI finds that organizations are beginning to take steps that drivebottom-line impact—for example, redesigning workflows asthey deploy gen AI and putting senior leaders in critical roles,such as overseeing AI governance. The findings also showthat organizations are working to mitigate a growing set ofgen-AI-related risks and are hiring for new AI-related roleswhile they retrain employees to participate in AI deployment.Companies with at least $500 million in annual revenueare changing more quickly than smaller organizations.Overall, the use of AI—that is, gen AI as well as analyticalAI—continues to build momentum: More than three-quartersof respondents now say that their organizations use AI in atleast one business function. The use of gen AI in particularis rapidly increasing. How companies are organizingtheir gen AI deployment—and who’s in charge Our survey analyses show that a CEO’s oversight of AI governance—that is, the policies,processes, and technology necessary to develop and deploy AI systems responsibly—is oneelement most correlated with higher self-reported bottom-line impact from an organization’sgen AI use.1That’s particularly true at larger companies, where CEO oversight is the element withthe most impact on EBIT attributable to gen AI. Twenty-eight percent of respondents whoseorganizations use AI report that their CEO is responsible for overseeing AI governance, thoughthe share is smaller at larger organizations with $500 million or more in annual revenues, and 17percent say AI governance is overseen by their board of directors. In many cases, AI governanceis jointly owned: On average, respondents report that two leaders are in charge. The value of AI comes from rewiring how companies run, and the latest survey shows that, outof 25 attributes tested for organizations of all sizes, the redesign of workflows has the biggesteffect on an organization’s ability to see EBIT impact from its use of gen AI. Organizations arebeginning to reshape their workflows as they deploy gen AI. Twenty-one percent of respondentsreporting gen AI use by their organizations say their organizations have fundamentallyredesigned at least some workflows. Twenty-eight percentof respondentswhose organizations use AI reportthat their CEO is responsible foroverseeing AI governance. Twenty-one percentofrespondents reporting gen AI useby their organizations say theirorganizations have fundamentallyredesigned at least some workflows. McKinsey commentary Alexander Sukharevsky Senior partner and global coleader of QuantumBlack, AI by McKinsey The more we seeorganizations using AI, the more we recognize that it takes a top-down process to really move the needle. Effective AI implementation starts with a fullycommitted C-suite and, ideally, an engaged board. Many companies’ instinct is to delegateimplementation to the IT or digital department, but over and over again, this turns out to be arecipe for failure. There are several reasons for this. The first is that getting real value out of AI requirestransformation, not just new technology. It’s a question of successful change managementand mobilization, which is why C-suite leadership is essential. It’s also a potentially expensivetransformation, requiring intensive use of sometimes scarce resources and talent. A lotrides on how those resources are made available, and that’s an executive-level call requiringnuanced decision-making that reflects the balance organizations must strike betweenefficient resource use and broad empowerment—a balance that must be constantlyreevaluated as the technology and organization evolve. As organizations become more fluent with AI, it will essentially become embedded in allfunctions, leaving leadership to focus on higher-level tasks like impact monitoring and talentdevelopment rather than on implementation. Organizations are selectively centralizing elements of theirAI deployment The survey findings also shed light on how organizations are structuring their AI deploymentefforts. Some essential elements for deploying AI tend to be fully or partially centralized(Exhibit 1). For risk and compliance, as well as data governance, organizations often use a fullycentralized model such as a center of excellence. For tech talent and adoption of AI solutions,on the other hand, respondents most often report using a hybrid or partially centralized model,with some resources handled centrally and others distributed across functions or busine