Suggestions for those Adopting AI
Research from MIT Sloan and BCG provided by online sources indicates that “76% of executives now view AI agents as coworkers, not tools. These systems don’t just execute—they plan, decide, and learn. The challenge? They blur the boundaries between technology and talent, demanding new models for governance, investment, and workforce design.” They state that the companies that succeed in this effort will be those who redesign their organizations around this digital asset, not just “retrofit” around it. Their primary deductions from their research are the following:
Dual identity dilemma: Agentic AI behaves like both a tool and a coworker, forcing leaders to manage technology like talent.
Redefine work, don’t just automate: 66% of AI-mature firms expect full operating model redesigns, not just process tweaks.
Governance gets human: 58% of top adopters anticipate new decision-making structures where AI systems share authority.
Future-ready mindset: Success will depend on “HR for AI”—treating AI agents as employees who learn, evolve, and need oversight.
An interesting statistic regarding worker acceptance of AI is that 54% of workers in China “embrace” AI and 35% of those in Brazil do as well. Conversely, AI acceptance is at only 16% in Germany, 18% in the UK and 17% in the US (about half in the US refuse to use AI). Employers in the latter grouping are encouraged to show how they are using AI, how and why they are using it, and how it can help employees.
