工作場所的超級代理：賦予人們釋放人工智能全部潛力的能力（英文）

Mcsey

&company

Superagency

intheWorkplace

EmpoweringpeopletounlockAI’sfullpotential

HannahMayerLareinaYee

MichaelChui

RogerRoberts

January2025

Contents

Introduction2

Chapters:

1.Aninnovationaspowerfulasthesteamengine5

2.EmployeesarereadyforAI;nowleadersmuststepup11

3.Deliveringspeedandsafety18

4.Embracingbiggerambitions26

5.Technologyisnotthebarriertoscale35

Conclusion:MeetingtheAIfuture40Acknowledgments42

Methodology43Glossary44

Introduction

AlmostallcompaniesinvestinAI,butjust1percentbelievetheyareatmaturity.Ourresearchfindsthebiggestbarriertoscalingisnot

employees—whoareready—butleaders,whoarenotsteeringfastenough.

A

rtificialintelligencehasarrivedintheworkplaceandhasthepotentialtobeastransformativeasthesteamenginewastothe19th-centuryIndustrialRevolution.1Withpowerfulandcapablelargelanguagemodels(LLMs)developedbyAnthropic,Cohere,Google,Meta,Mistral,OpenAI,andothers,wehaveenteredanewinformationtechnologyera.McKinseyresearchsizesthe

long-termAIopportunityat$4.4trillioninaddedproductivitygrowthpotentialfromcorporateusecases.2

Thereinliesthechallenge:thelong-termpotentialofAIisgreat,buttheshort-termreturnsareunclear.Overthenextthreeyears,92percentofcompaniesplantoincreasetheirAIinvestments.Butwhilenearlyall

companiesareinvestinginAI,only1percentofleaderscalltheircompanies“mature”onthedeployment

spectrum,meaningthatAIisfullyintegratedintoworkflowsanddrivessubstantialbusinessoutcomes.ThebigquestionishowbusinessleaderscandeploycapitalandsteertheirorganizationsclosertoAImaturity.

Thisresearchreport,promptedbyReidHoffman’sbookSuperagency:WhatCouldPossiblyGoRightwithOurAIFuture,3asksasimilarquestion:HowcancompaniesharnessAItoamplifyhumanagencyandunlock

newlevelsofcreativityandproductivityintheworkplace?AIcoulddriveenormouspositiveanddisruptivechange.Thistransformationwilltakesometime,butleadersmustnotbedissuaded.Instead,theymust

advanceboldlytodaytoavoidbecominguncompetitivetomorrow.Thehistoryofmajoreconomicand

technologicalshiftsshowsthatsuchmomentscandefinetheriseandfallofcompanies.Over40yearsago,theinternetwasborn.Sincethen,companiesincludingAlphabet,Amazon,Apple,Meta,andMicrosofthaveattainedtrillion-dollarmarketcapitalizations.Evenmoreprofoundly,theinternetchangedtheanatomyof

workandaccesstoinformation.AInowisliketheinternetmanyyearsago:Theriskforbusinessleadersisnotthinkingtoobig,butrathertoosmall.

1“

GenAI:Acognitiveindustrialrevolution

,”McKinsey,June7,2024.

2“

TheeconomicpotentialofgenerativeAI:Thenextproductivityfrontier

,”McKinsey,June14,2023.

3ReidHoffmanandGregBeato,Superagency:WhatCouldPossiblyGoRightwithOurAIFuture,AuthorsEquity,January2025.

2Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential

Superagency:Bythenumbers

Employeesaremorereadyforthechangethantheirleadersimagine

3×

moreemployeesareusinggenAI

forathirdormoreoftheirwork

thantheirleadersimagine;

morethan70%ofallemployees

believethatwithin2yearsgenAIwillchange30%ormoreoftheirwork

1.4×

morelikelyformillennialstoreport

extensivefamiliaritywithgenAItools

thanpeersinotheragegroups;

theyarealso1.2×more

likelytoexpectworklows

tochangewithinayear

Companiesneedtomovefast—employeestrusttheirleaderstobalancespeedandsafety

47%

oftheC-suitesaytheircompaniesare

developinggenAItoolstooslowly,eventhough69%startedinvestingmorethanayearago

morelikelyforemployeestotrusttheir

owncompaniestogetgenAIdeploymentrightthantheyaretotrustotherinstitutions

1.3×

CompaniesareinvestingingenAIbuthavenotyetachievedmaturity

92%

ofcompaniesplan

toinvestmore

ingenAIoverthe

next3years

1%

believetheir

investmentshavereachedmaturity

LeadersneedtorecognizetheirresponsibilityindrivinggenAItransformation

2.4×

morelikelyforC-suitetociteemployeereadinessas

abarriertoadoptionvstheirownissueswithleadership

alignment,despiteemployeescurrentlyusing

genAI3×morethanleadersexpect

48%

ofemployeesranktrainingasthe

mostimportantfactorforgenAIadoption;

yetnearlyhalffeeltheyarereceivingmoderateorlesssupport

Mcsey

&company

Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential3

Thisreportexplorescompanies’technologyandbusinessreadinessforAIadoption(seesidebar“Aboutthesurvey”).ItconcludesthatemployeesarereadyforAI.Thebiggestbarriertosuccessisleadership.

Chapter1looksattherapidadvancementoftechnologyoverthepasttwoyearsanditsimplicationsforbusinessadoptionofAI.

Chapter2delvesintotheattitudesandperceptionsofemployeesandleaders.Ourresearchshowsthat

employeesaremorereadyforAIthantheirleadersimagine.Infact,theyarealreadyusingAIonaregular

basis;arethreetimesmorelikelythanleadersrealizetobelievethatAIwillreplace30percentoftheirworkinthenextyear;andareeagertogainAIskills.Still,AIoptimistsareonlyaslightmajorityintheworkplace;alargeminority(41percent)aremoreapprehensiveandwillneedadditionalsupport.Thisiswheremillennials,whoarethemostfamiliarwithAIandareofteninmanagerialroles,canbestrongadvocatesforchange.

Chapter3looksattheneedforspeedandsafetyinAIdeployment.Whileleadersandemployeeswantto

movefaster,trustandsafetyaretopconcerns.AbouthalfofemployeesworryaboutAIinaccuracyand

cybersecurityrisks.Thatsaid,employeesexpressgreaterconfidencethattheirowncompanies,versus

otherorganizations,willgetAIright.Theonusisonbusinessleaderstoprovethemright,bymakingboldandresponsibledecisions.

Chapter4examineshowcompaniesrisklosinggroundintheAIraceifleadersdonotsetboldgoals.AsthehypearoundAIsubsides,companiesshouldputaheightenedfocusonpracticalapplicationsthatempoweremployeesintheirdailyjobs.Theseapplicationscancreatecompetitivemoatsandgeneratemeasurable

ROI.Acrossindustries,functions,andgeographies,companiesthatinveststrategicallycangobeyondusingAItodriveincrementalvalueandinsteadcreatetransformativechange.

Chapter5looksatwhatisrequiredforleaderstosettheirteamsupforsuccesswithAI.ThechallengeofAIintheworkplaceisnotatechnologychallenge.Itisabusinesschallengethatcallsuponleaderstoalign

teams,addressAIheadwinds,andrewiretheircompaniesforchange.

Aboutthesurvey

Tocreateourreport,wesurveyed3,613employees(managersandindependentcontributors)and238C-levelexecutivesinOctoberandNovember2024.Ofthese,81percentcamefromtheUnitedStates,andtherestcamefromfiveothercountries:Australia,India,NewZealand,Singapore,andtheUnited

Kingdom.Theemployeesspannedmanyroles,includingbusinessdevelopment,finance,marketing,productmanagement,sales,andtechnology.

Allthesurveyfindingsdiscussedinthereport,asidefromtwosidebarspresentinginternationalnuances,pertainsolelytoUSworkplaces.ThefindingsareorganizedinthiswaybecausetheresponsesfromUS

employeesandC-suiteexecutivesprovidestatisticallysignificantconclusionsabouttheUSworkplace.AnalyzingglobalfindingsseparatelyallowsacomparisonofdifferencesbetweenUSresponsesand

thosefromotherregions.

4Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential

1

Aninnovationaspowerfulasthesteamengine

‘Scientificdiscoveriesandtechnologicalinnovationsarestonesinthecathedralofhumanprogress.’

–ReidHoffman,cofounderofLinkedInandInflectionAI,partneratGreylockPartners,andauthor

Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential5

I

magineaworldwheremachinesnotonlyperformphysicallaborbutalsothink,learn,andmake

autonomousdecisions.Thisworldincludeshumansintheloop,bringingpeopleandmachinestogetherinastateofsuperagencythatincreasespersonalproductivityandcreativity(seesidebar“AI

superagency”).ThisisthetransformativepotentialofAI,atechnologywithapotentialimpactpoisedto

surpasseventhebiggestinnovationsofthepast,fromtheprintingpresstotheautomobile.AIdoesnotjustautomatetasksbutgoesfurtherbyautomatingcognitivefunctions.Unlikeanyinventionbefore,AI-powered

softwarecanadapt,plan,guide—andevenmake—decisions.That’swhyAIcanbeacatalystfor

unprecedentedeconomicgrowthandsocietalchangeinvirtuallyeveryaspectoflife.Itwillreshapeourinteractionwithtechnologyandwithoneanother.

Manybreakthroughtechnologies,includingtheinternet,smartphones,andcloudcomputing,have

transformedthewayweliveandwork.AIstandsoutfromtheseinventionsbecauseitoffersmorethan

accesstoinformation.Itcansummarize,code,reason,engageinadialogue,andmakechoices.AIcanlowerskillbarriers,helpingmorepeopleacquireproficiencyinmorefields,inanylanguageandatanytime.AI

holdsthepotentialtoshiftthewaypeopleaccessanduseknowledge.Theresultwillbemoreefficientandeffectiveproblemsolving,enablinginnovationthatbenefitseveryone.

Overthepasttwoyears,AIhasadvancedinleapsandbounds,andenterprise-leveladoptionhas

acceleratedduetolowercostsandgreateraccesstocapabilities.ManynotableAIinnovationshave

emerged(Exhibit1).Forexample,wehaveseenarapidexpansionof

contextwindows

,ortheshort-termmemoryofLLMs.Thelargeracontextwindow,themoreinformationanLLMcanprocessatonce.To

illustrate,Google’sGemini1.5couldprocessonemilliontokensinFebruary2024,whileitsGemini1.5Pro

couldprocesstwomilliontokensbyJuneofthatsameyear.4Overall,weseefivebiginnovationsforbusiness

thataredrivingthenextwaveofimpact:enhancedintelligenceandreasoningcapabilities,agenticAI,multimodality,improvedhardwareinnovationandcomputationalpower,andincreasedtransparency.

AIsuperagency

WhatimpactwillAIhaveonhumanity?ReidHoffmanandGregBeato’sbookSuperagency:WhatCouldPossiblyGoRightwithOurAIFuture(AuthorsEquity,January2025)exploresthisquestion.ThebookhighlightshowAIcouldenhancehumanagencyandheightenourpotential.Itenvisionsahuman-led,future-forwardapproachtoAI.

Superagency,atermcoinedbyHoffman,describesastatewhereindividuals,empoweredbyAI,super-chargetheircreativity,productivity,andpositiveimpact.EventhosenotdirectlyengagingwithAIcanbenefitfromitsbroadereffectsonknowledge,efficiency,andinnovation.

AIisthelatestinaseriesoftransformativesupertools,includingthesteamengine,internet,and

smartphone,thathavereshapedourworldbyamplifyinghumancapabilities.Likeitspredecessors,AIcandemocratizeaccesstoknowledgeandautomatetasks,assuminghumanscandevelopanddeployitsafelyandequitably.

4TheKeyword,“Ournext-generationmodel:Gemini1.5,”blogentrybySundarPichaiandDemisHassabis,Google,February15,2024;GoogleforDevelopers,“Gemini1.5Pro2Mcontextwindow,codeexecutioncapabilities,andGemma2areavailabletoday,”blogentrybyLogan

Kilpatrick,ShresthaBasuMallick,andRonenKofman,June27,2024.

6Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential

Exhibit1

GenAIcapabilitieshaveevolvedrapidlyoverthepasttwoyears.

IllustrativecapabilitiesofgenAIplatformsfromselectfrontierlabs,nonexhaustive2022–231Jan20252

Anthropicclaudebclaude3.5

·Notmultimodal(textonly)·Multimodal(text,audio,andimages)

·Limitedcontextualunderstanding(difficultywith·Enhancedcontextualunderstandingandcoherence

complexconversations)duringlonginteractions

·Notoolusage·Experimentalcomputerusagecapabilityforsomeusers

GoogleGemini

GoogleBardbGemini2.0Flash

·Notmultimodal(textonly)·Multimodal(text,audio,andimages)

·Fairreasoning·Advancedreasoning(capableofmultistepproblem-

·Limitedcontextualunderstanding(difficultywithsolvingandnuancedanalysis)

complexconversations)·Enhancedcontextualunderstanding(maintains

·Limitedreal-timedataintegrationcoherenceinlongdialogues)

·Lowpersonalization(limitedadaptability)·Real-timedataintegration(fromGooglesearch)

·Advancedpersonalization(usercontext)

MetaLlama1bLlama3.3

·Notmultimodal(textonly)·Text-based(earlierversionsweremultimodal,

·FairreasoningLLaMa3.2)

·Limitedcontextualunderstanding(difficultywith·Advancedreasoning(capableofmultistepproblem-

complexconversations)solvingandnuancedanalysis)

·NoAPaccess·Enhancedcontextualunderstanding(maintains

coherenceinlongdialogues)

·APIaccess(toolsformodelandagentdevelopment)

Microsoftphi-1bphi-4

·Notmultimodal(textonly)·Multimodal(text,audio,andimages)

·Fairreasoning(ie,limitedtocodingtasks)·Advancedreasoning(capableofmultistepproblem-

·Focusedtraining(smaller,coding-focuseddataset)solvingandnuancedanalysis)

·comprehensivetraining(diversedata)

OpenAIGPT-3.5bopenAlo1

·Notmultimodal(textonly)·Multimodal(textandimages)

·Fairreasoningability(eg,scoredhighonSAT,·Advancedreasoning(eg,top10%onbarexamination)

butbottom10%onbarexamination)·Enhancedcontextualunderstanding(maintains

·Limitedcontextualunderstanding(difficultywithcoherenceinlongdialogues)

coherenceincomplexconversations)·AdvancedAPIaccess(supportsmultimodalinputs)

·standardAPaccess(fortextgeneration)

Note:Exhibitisnotintendedasanevaluationorcomparisonbutasanillustrationoftherapidprogressincapabilities.1InitialmodelsreleasedbetweenMar2022andMar2023.

2LatestmodelsreleasedbetweenNovandDec2024.

Source:Companywebsitesandpressreleases;McKinseyanalysis

McKinsey&Company

Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential7

Intelligenceandreasoningareimproving

AIisbecomingfarmoreintelligent.OneindicatoristheperformanceofLLMsonstandardizedtests.

OpenAI’sChatGPT-3.5,introducedin2022,demonstratedstrongperformanceonhigh-school-levelexams(forexample,scoringinthe70thpercentileontheSATmathandthe87thpercentileontheSATverbal

sections).However,itoftenstruggledwithbroaderreasoning.Today’smodelsareneartheintelligencelevelofpeoplewhoholdadvanceddegrees.GPT-4cansoeasilypasstheUniformBarExaminationthatitwould

rankinthetop10percentoftesttakers,5anditcananswer90percentofquestionscorrectlyontheUSMedicalLicensingExamination.6

TheadventofreasoningcapabilitiesrepresentsthenextbigleapforwardforAI.ReasoningenhancesAI’s

capacityforcomplexdecisionmaking,allowingmodelstomovebeyondbasiccomprehensiontonuanced

understandingandtheabilitytocreatestep-by-stepplanstoachievegoals.Forbusinesses,thismeanstheycanfine-tunereasoningmodelsandintegratethemwithdomain-specificknowledgetodeliveractionable

insightswithgreateraccuracy.ModelssuchasOpenAI’so1orGoogle’sGemini2.0FlashThinkingMode

arecapableofreasoningintheirresponses,whichgivesusersahuman-likethoughtpartnerfortheirinteractions,notjustaninformationretrievalandsynthesisengine.7

AgenticAIisactingautonomously

Theabilitytoreasonisgrowingmoreandmore,allowingmodelstoautonomouslytakeactionsandcompletecomplextasksacrossworkflows.Thisisaprofoundstepforward.Asanexample,in2023,anAIbotcould

supportcallcenterrepresentativesbysynthesizingandsummarizinglargevolumesofdata—includingvoicemessages,text,andtechnicalspecifications—tosuggestresponsestocustomerqueries.In2025,anAI

agentcanconversewithacustomerandplantheactionsitwilltakeafterward—forexample,processingapayment,checkingforfraud,andcompletingashippingaction.

‘I’vealwaysthoughtofAIasthemostprofoundtechnologyhumanityis

workingon...moreprofoundthanfireorelectricityoranythingthatwe’ve

doneinthepast.’

–SundarPichai,CEOofAlphabet

5GPT-4technicalreport,OpenAI,March27,2023.

6DanaBrin,VeraSorin,AkhilVaid,etal.,“ComparingChatGPTandGPT-4performanceinUSMLEsoftskillassessments,”ScientificReports,October1,2023.

7“LearningtoreasonwithLLMs,”O(jiān)penAI,September12,2024;“Gemini2.09FlashThinkingMode,”Google,January21,2025.

8Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential

‘AI,likemosttransformativetechnologies,growsgradually,thenarrivessuddenly.’

–ReidHoffman,cofounderofLinkedInandInflectionAI,partneratGreylockPartners,andauthor

SoftwarecompaniesareembeddingagenticAIcapabilitiesintotheircoreproducts.Forexample,

Salesforce’sAgentforceisanewlayeronitsexistingplatformthatenablesuserstoeasilybuildand

deployautonomousAIagentstohandlecomplextasksacrossworkflows,suchassimulatingproduct

launchesandorchestratingmarketingcampaigns.8MarcBenioff,Salesforcecofounder,chair,andCEO,describesthisasprovidinga“digitalworkforce”wherehumansandautomatedagentsworktogethertoachievecustomeroutcomes.9

Multimodalityisbringingtogethertext,audio,andvideo

Today’sAImodelsareevolvingtowardmoreadvancedanddiversedataprocessingcapabilitiesacrosstext,audio,andvideo.Overthelasttwoyears,wehaveseenimprovementsinthequalityofeachmodality.For

example,Google’sGeminiLivehasimprovedaudioqualityandlatencyandcannowdeliverahuman-like

conversationwithemotionalnuanceandexpressiveness.10Also,demonstrationsofSorabyOpenAIshowitsabilitytotranslatetexttovideo.11

Hardwareinnovationisenhancingperformance

HardwareinnovationandtheresultingincreaseincomputepowercontinuetoenhanceAIperformance.

Specializedchipsallowfaster,larger,andmoreversatilemodels.EnterprisescannowadoptAIsolutionsthatrequirehighprocessingpower,enablingreal-timeapplicationsandopportunitiesforscalability.For

example,ane-commercecompanycouldsignificantlyimprovecustomerservicebyimplementingAI-drivenchatbotsthatleverageadvancedgraphicsprocessingunits(GPUs)andtensorprocessingunits(TPUs).

Usingdistributedcloudcomputing,thecompanycouldensureoptimalperformanceduringpeaktrafficperiods.Integratingedgehardware,thecompanycoulddeploymodelsthatanalyzephotosofdamagedproductstomoreaccuratelyprocessinsuranceclaims.

8SammySpiegel,“ThefutureofAIagents:Toppredictionsandtrendstowatchin2025,”Salesforce,December2024.

9MarcBenioff,“Howtheriseofnewdigitalworkerswillleadtoanunlimitedage,”Time,November25,2024.

10IvanSolovyevandShresthaBasuMallick,“Gemini2.0:Levelupyourappswithreal-timemultimodalinteractions,”Google,December23,2024.11“OpenAIreleasesAIvideogeneratorSorabutlimitshowitdepictspeople,”AssociatedPress,December10,2024.

Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential9

Transparencyisincreasing

AIisgraduallybecominglessrisky,butitstilllacksgreatertransparencyandexplainability.BotharecriticalforimprovingAIsafetyandreducingthepotentialforbias,whichareimperativeforwidescaleenterprise

deployment.Thereisstillalongwaytogo,butnewmodelsanditerationsarerapidlyimproving.StanfordUniversity’sCenterforResearchonFoundationModels(CRFM)reportssignificantadvancesinmodel

performance.ItsTransparencyIndex,whichusesascaleof1to100,showsthatAnthropic’stransparencyscoreincreasedby15pointsto51andAmazon’smorethantripledto41betweenOctober2023and

May2024.12

BeyondLLMs,otherformsofAIandmachinelearning(ML)areimprovingexplainability,allowingtheoutputsofmodelsthatsupportconsequentialdecisions(forexample,creditriskassessment)tobetracedbackto

thedatathatinformedthem.Inthisway,criticalsystemscanbetestedandmonitoredonanear-constantbasisforbiasandothereverydayharmsthatarisefrommodeldriftandshiftingdatainputs,whichhappenseveninsystemsthatwerewellcalibratedbeforedeployment.

Allofthisiscrucialfordetectingerrorsandensuringcompliancewithregulationsandcompanypolicies.

Companieshaveimproved

explainabilitypractices

andbuiltnecessarychecksandbalances,buttheymustbepreparedtoevolvecontinuouslytokeepupwithgrowingmodelcapabilities.

AchievingAIsuperagencyintheworkplaceisnotsimplyaboutmasteringtechnology.Itiseverybitasmuchaboutsupportingpeople,creatingprocesses,andmanaginggovernance.Thenextchaptersexplorethe

nontechnologicalfactorsthatwillhelpshapethedeploymentofAIintheworkplace.

12“TheFoundationModelTransparencyIndex,”StanfordCenterforResearchonFoundationModels,May2024.

10Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential

2

EmployeesarereadyforAI;nowleaders

muststepup

‘Peopleareusing[AI]tocreateamazingthings.Ifwecouldseewhateachofuscando10or20yearsinthefuture,it

wouldastonishustoday.’

–SamAltman,cofounderandCEOofOpenAI

Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential11

E

mployeeswillbetheonestomaketheirorganizationsAIpowerhouses.TheyaremorereadytoembraceAIintheworkplacethanbusinessleadersimagine.TheyaremorefamiliarwithAItools,theywantmoresupportandtraining,andtheyaremorelikelytobelieveAIwillreplaceatleastathirdoftheirworkinthenearfuture.Nowit’simperativethatleadersstepup.Theyhavemore

permissionspacethantheyrealize,soit’sonthemtobeboldandcapturethevalueofAI.Now.

Beyondthetippingpoint

Inoursurvey,nearlyallemployees(94percent)andC-suiteleaders(99percent)reporthavingsomeleveloffamiliaritywithgenAItools.Nevertheless,businessleadersunderestimatehowextensivelytheiremployees

areusinggenAI.C-suiteleadersestimatethatonly4percentofemployeesusegenAIforatleast30percentoftheirdailywork,wheninfactthatpercentageisthreetimesgreater,asself-reportedby

employees(Exhibit2).Andwhileonlyatotalof20percentofleadersbelieveemployeeswillusegenAIformorethan30percentoftheirdailytaskswithinayear,employeesaretwiceaslikely(47percent)tobelievetheywill(seesidebar“WhoisusingAIatwork?Nearlyeveryone,evenskepticalemployees”).

ThegoodnewsisthatoursurveysuggeststhreewayscompaniescanaccelerateAIadoptionandmovetowardAImaturity.

Exhibit2

EmployeesarethreetimesmorelikelytobeusinggenAItodaythantheirleadersexpect.

USemployees’andC-suite’s

timelineforemployeesusing

genAIfor>30%ofdailytasks,%ofrespondents

AlreadyusingLessthanayear

1–5years

Over5years

Don’tanticipateitNotsure

C-suiteEmployees

4

3×

13

16

34

56

37

11

5

10

7

3

4

Note:Figuresmaynotsumto100%,becauseofrounding.

Source:McKinseyUSCxOsurvey,Oct–Nov2024(n=118);McKinseyUSemployeesurvey,Oct–Nov2024(n=3,002)

McKinsey&Company

12Superagencyintheworkplace:EmpoweringpeopletounlockAI’sfullpotential

Ourresearchlookedatpeoplewhoself-identifyas“Zoomers,”“Bloomers,”“Gloomers,”and“Doomers”intheirattitudestowardAI—asetofarchetypesintroducedinSuperagency.Wefindthat39percentofemployees

identifyasBloomers,whoareAIoptimiststhatwanttocollaboratewiththeircompaniestocreateresponsible

solutions.Meanwhile,37percentidentifyasGloomers,whoaremoreskepticalaboutAIandwantextensive

top-downAIregulations;20percentidentifyasZoomers,whowantAItobequicklydeployedwithfewguardrails;andjust4percentidentifyasDoomers,whohaveafundamentallynegativeviewofAI(exhibit).

EventhosewithaskepticaltakeonAIarefamiliarwithit;94percentofGloomersand71percentofDoomerssaytheyhavesomefamiliaritywithgenAItools.Furthermore,approximately80percentofGloomersandabouthalfofDoomerssaytheyarecomfortableusinggenAIatwork.

Exhibit

Employeesegmentsdifer,butallindicateahighfamiliaritywithgenAI.USemployeesentimentongenAI,byarchetype,%ofrespondents

Doomer

GenAIwillnotalign

withhumanvalues,

rega