人类、人工智能与机器人：重塑工作与劳动力的经济学

The economics of reinventing work Executive summary As AI technologies proliferate, industry leaders have a unique opportunity—not justto enhance efficiency but to unlock entirely new paradigms ofindividual,economic, organizationalandsocietalvalue. The Wharton School of the University of Pennsylvaniaand Accenture are launching a global research initiative to help these leadersunderstand why and how to achieve that impact at scale. Our focus:Understanding how a future shaped by the deep integration of humanstrengths with generative AI-powered agents and robots can fundamentally redefine How we define Human+ workforce:Seamless integration of onsite and remoteemployees with autonomous agents and intelligent robots, redefining productivity, Our goal:Provide a robust fact-base and a suite of action-oriented insights to helpexecutives architect this transformation—not as passive participants but as designers of Early hypotheses and insights from Wharton and Accenture’slatest findings offer our starting point and a preliminary roadmapfor executives and policymakers seeking to navigate the agentic Key findings Non-exhaustive Individuals Economics Society Organizations Pair strengths purposefully: Combine humancreativity, intuition, and adaptability with AI’sprecision and efficiency—but only whereaugmentation enhances outcomes. In tasks Recognize broad societal impact:The AI-driven workforce transformation will havebroad effects on skills, education, labor markets, Match workforce to financial goals:Digitaland physical agents are reshaping workforceeconomics from individuals to entire value chains.Leaders must assess the financial impact of each Build continuous change as a core capability:Reinvention must become an ongoingcapability—reshaping roles, workflows, Lead in new ways:Leaders at all levels—includingthose managing agentic teams—must foster trust,connection, and purpose Align across key pillars: Coordinated action isneeded across 1) corporate governance, 2) cross-border regulations, 3) education and training Match tasks to strengths: AI excels in cognitivefunctions like classification, pattern recognition,and sensory tasks.1Organizations must align taskassignments with human vs. machine strengths to Shape evolving pricing models:New pricingframeworks (e.g., per-conversation, outcome-based, hybrid) are emerging to align AIinvestments with value creation. These models Access and scale talent differently:AI-poweredglobal capability centers (GCCs) are unlockingnew ways to scale expertise and services. Digitaland physical agents are enhancing service Act with urgency: Unlike past revolutions,the speed of change is a defining feature—requiring leaders to act swiftly and boldly to Focus on experience as well as effectiveness:AI can improve not only the effectiveness ofpeople but also how individuals get enjoyment Activate value through targeted actions:Organizations can drive economic gains byenhancing individual roles, adding agents,changing team mixes, and restructuring end-to- Build future-ready organizations:Companiesneed adaptive, real-time learning infrastructures—powered by GenAI—to reskill at scale and Steer toward shared value: The future couldbring displacement and hardship—or reskilling,empowerment, and more fulfilling work depending Key Examples Industry opportunity sizing: An “agentic twin” analysis of roles and tasksrevealed 50 AI agents (30 digital, 20 physical) and $180–240B in potentialannual value for Biopharma industry through digital and physical agent U.S. health insurer case study:The company tripled document processingvolume and cut processing time by 90% through a hybrid approach—balancing Call to action Foundational questions guiding our research: Through our new research, we aim to understand the economics of thecombinatorial workforce—humans, autonomous agents, and robots—and identify How does theHuman+workforce (e.g., onsite and remote talent,robotics, autonomous agents) impact cost per unit and value atdifferent levels of adoption (individual, operational team, function/ Success depends not on reacting to change, but on designingit—strategically, thoughtfully and with a relentless focus onshared value. Please reach out to the authors if you would like What actions (enhance, add, change mix, restructure) at whichorganizational level drive inflection points in cost per unit and value?How do cost reductions and value gains impact a company’s key How can companies determine which set of actions are right for Authors Ken MunieGlobal ProductsStrategy Lead James CrowleyGlobal Products Industry Karalee CloseGlobal Talent &Organization Lead Selen Karaca-GriffinGlobal Products Silvia HernandezGlobal Products Talent & The authors would like to thank the following people: For their thought partnership, contributions and review of the report: Bob Paul, Eric Bradlow, Matthew Bidwell, For their contributions to the overall thought leadership: Devon Daly, S