Reinventingenterprise

models

inthe

ageof

generative

AIThistransformation

mirrorstheindustrialera,when

we

learned

to

effectively

harnessmachines,production

lines

and

factories.The

AI

revolutionchallenges

usto

rethink

howwe

usetechnology,dataandAIto

redefine

howwe

liveandwork.Whilethe

parallelslieindiscovering

newways

to

integratetechnologyanddesignorganizations,thekeydifferenceisthe

unmatchedspeed

and

intensityofchangethatwe’re

seeing

today.Across

industries

and

regions,gen

AIis

helpingorganizations

become

moreintelligent,

reshapingjobsandtransforminghowwedevelopskillsand

talent.

Yetcritical—andoftenunderexplored—questions

remain:

Howdoweadapt

our

currentorganizationandworkflowstofullycapture

value?Willwe

needfundamentally

newapproachestoorganizationaldesign?

How

canwe

better

prepareour

peopletowork

innew

ways,at

scale?Whencompilingthisstudy,wedrew

on

ourextensive,firsthand

experience

deliveringAI-powered

reinvention:from

reinventingAccenture's

own

internal

corporatefunctionsandfromourexperience

helpingclientsdeploygenAIto

unlock

newsources

ofvalue,innovationand

growth.

Wealsoconsulteda

rangeof

luminariesandacademicsfortheirinsightonwhat

futureenterpriseswill

look

likeintheage

of

gen

AI.

The

resultisafour-lensframework

that

canhelp

leadersthinkthroughthe

practicalitiesof

creating

a

future-ready

enterprise:amplified

intelligence,dynamic

skills,fluidboundaries

and

adaptable

structures.Theworldaround

usis

not

static,

nor

istechnology.Theabilitytoadapttalent

andorganizationsandtodelivercontinuouschangewill

bea

realsourceof

valuecreationinthefuture.

Isyour

organization

reinvention

ready?AIisthenew

digital—and

itsimpact

will

depend

largely

on

thepaceatwhichweadapt

ourselves

andourorganizations.

Generative

AI(genAI)

is

morethanjust

anewtechnology;itrepresentsa

fundamentallydifferentwayof

working.As

work

evolves,genAIraisesbigger

questions

aboutorganizationalstructureand

workflows.

Reinventionready-

Reinventingenterprisemodelsintheage

of

generativeAI

2

Reinventionready-

Reinventingenterprisemodelsintheage

of

generativeAI

327Opportunities

foraction07Amplified

intelligence18Fluidboundaries23Adaptablestructures12Dynamic

skills04IntroductionInthetwoyearsfollowingthelaunchofOpenAI’sChatGPTplatforminDecember2022,genAIhasrapidly

capturedourimaginationandhitthetopoftheexecutiveagenda.Acrossindustriesandregions,organizationsareinvestingingenAIexperimentationanduse

cases,withsomealreadyrealizing

impressive,tangiblevalue.Furthermore,there’sasignificanttrust

gapbrewing

between

leadersandworkers.

Forinstance,mostemployers(63%)3

sayskillsgaps

area

major

barrierto

businesstransformation,

butmostworkers(82%)1

believetheygrasp

thetechnologyand94%areconfident1

theycandeveloptheskills

needed.Tofully

unlockthe

potentialofgen

AI,

theC-suite

mustalsograpplewitha

bigger

set

ofquestions.While

havinga

new“digitalcoworker”isacompellingstart,the

realvalue

liesinthinking

moredeeply

about

howtraditionalworkflows,functionsandjobswill

beredefined

across

the

value

chain.This

involvesreimagining

notonly

howtasksareexecuted,butalso

how

newcapabilitiescan

bescaledto

createatransformativeoperating

model—onethat

holisticallyintegratestechnology,talentand

processes

to

deliver

sustainable

value.Accenture

researchfoundthat97%ofexecutives

believe

this

technology

willfundamentally

transform

their

companiesandindustries1

andthevast

majority(93%)

reportthatgenAI

investmentsareoutperformingotherinvestments.1

Thevalueatstakeistremendous:

organizationssuccessfully

pursuingAI-fueled

reinventionhavealreadydeliveredtop-line

performance

15%

higherthantheir

peers

between2019and2024.That

figure

could

double

by2026.2Whilethe

levelofinvestment

is

important,soisgettingfrom

proofofconceptto

real

scale

and,therefore,

larger

returns.

Morethan

half(65%)ofexecutiveswesurveyed

say

theythemselves

lack

the

technological

expertiserequiredto

leadgenAI/AItransformations.1Reinventionready-

Reinventingenterprisemodelsintheageof

generative

AI4Dynamic

skills:The

skills

half-life

will

plummet,

placing

apremiumoncontinuous

humanandAIagent

learning.Wewillsee

moreco-learning

between

peopleandintelligent

agents

asthey

begintoinnovatetogether.

How

doyoucreate

the

structures

and

incentives

to

harness

thisinnovative

natureofco-learning?Whatarethe

implicationsforcorporate

learning?Adaptable

structures:Radicallydifferentorganizationalstructuresandteaming

modelswillemergeasintelligentagents

become

increasingly

embedded

in

work

processes.As

peoplecollaboratewithgenAIagents,thestructurestheyworkwithin

mustadapt.

Forexample,willthecore

unit

ofanorganization

becomea

human+machine

partnershipratherthanafull-timeequivalent(FTE)?

Howwilltraditionalmetrics

like

spans

and

layers

or

shared

services

andglobal

capability

centers(GCCs)evolve?Could

this

bethe

momentwhen

platform-basedorganizational

models,pioneered

by

tech

companies,

become

the

standard?Amplifiedintelligence:Theintegrationofhuman+machinecapabilitieswill

unlock

new

levelsofintelligenceandinnovation.Toseethe

full

potential,organizations

must

reconsider

howtheystructureworkflows

to

enable

new

connective

intelligence

tissue:a

networkofinteractionsthatconnects

humansand

genAIagents.

Forexample,iffunctionalinterfaces

are

largelymanaged

byintelligentagentswith

humansupervision,couldtheyopen

new

possibilitiesfor

runningend-to-endprocesses,such

as

integrated

business

planning,in

moreefficient

and

dynamic

ways?Fluid

boundaries:Traditional

boundaries

and

silos

willbechallengedandcompletely

reshaped.Aswork

isreimagined,organizationsshould

rethinktraditionalworkforce

structures

and

constructs.

For

instance,contact

centers

could

evolve

into

intelligent

operationshubs,organizedinentirely

newwaysto

better

align

withthe

demands

of

a

changing

workforce.Wearesteppinginto

uncharted

territorywhere

newformsofintelligence

couldredefinewhat’s

possible.AsWhartonSchool

Professor

Ethan

Mollicktold

us:“Radicalwill

become

not

radical.”GenAIenablesenhancedcollaboration

between

humansandmachines,raising

the

collective

intelligenceoforganizations.Thiswillcreateentirelynewjobsandwaysofworking,and

call

forafundamentalshiftin

howwe

think

abouttalentandskills.Traditional

boundarieswillbechallenged,

pavingthewayforinnovativeorganizationalstructurestoemerge.“Radicalwillbecomenot

radical.”EthanMollick,RalphJ.RobertsDistinguishedFacultyScholarandAssociateProfessor,

WhartonSchool,UniversityofPennsylvania.We’ve

beenstudyingthe

impactsofgenAI-driven

reinventionthroughour

work

with

global

clients

and

our

firsthandexperience

scaling

it

within

the

walls

of

Accenture.We

also

actively

engage

with

leading

voices

in

academia,

industryandtechnologytoshapeour

perspectiveonwhatfuture

enterprises

may

look

like.

Here’swhat

we

found:

Reinventionready-

Reinventingenterprisemodelsintheage

of

generativeAI

5Reinvention-enterprise

in

theageofAIAmplified

intelligenceDynamic

skillsFluidboundariesAdaptable

structuresWearestill

inthe

early

days

ofthe

nextmajortransformationaltechnology.Theworldaroundusis

also

constantly

changing–thereforeorganizationswill

needtobecome“reinvention

ready”to

navigateaperiodofconstantchange.The

abilitytoadaptstructuresandskillswill

bea

sourceofinnovationandgrowth.

At

a

strategiclevel,that

meansanchoringchangeonpurposeandexperience

ratherthanadheringtoafixedset

oftransformation

goalsand

roadmaps.Inthis

paperwewillexplorethe

futureofenterprisesthrougheachof

the

fourlenses

and

conclude

with

a

set

of

practicalconsiderationsfor

howorganizationscan

become“reinvention-ready.”Theskillshalf-lifewill

plummet,

placinga

premiumoncontinuoushumanand

AI

agent

learningRadicallydifferentorganizationalstructuresandteamingmodelswillemerge

as

intelligentagentsbecomeincreasinglyembeddedin

workprocessesTheintegration

of

human+machinecapabilities

willunlock

new

levels

of

intelligenceandinnovationTraditionalboundariesand

siloswillbechallenged

and

completelyreshaped

Reinventionready-

Reinventingenterprisemodelsintheage

of

generativeAI

6ContieventnuousReinveon

purposeand

exp

sas

goalposts

constareadyntioAnchangnchntlynooeerienceontsrAmplifiedintelligence

Reinventionready-

Reinventingenterprisemodelsintheage

of

generativeAI

7Theintegration

ofhuman+machinecapabilities

willunlock

new

levels

ofintelligenceandinnovation.

Reinventionready-

Reinventingenterprisemodelsintheage

of

generativeAI

8AmplifiedintelligenceKeyinsights:?

AddinggenAIagentstotheworkforcewillamplify

collectiveintelligence.?

GenAIagentscan

act

as

“intelligentcolleagues,”

enhancingcollaboration

anddecision-making.?

Theseadvancementsigniteinnovationbyrapidlyspreadingideasandsolutions

acrosstheorganization.“Weusedtothinkofhuman-machine

interactionsasatechnologyproblem.But

if

we

think

of

intelligent

techasdigitalactorswho

can

automate

oraugmentchallengingwork,

it

ismeaningful

to

organize

in

a

waythatenablessuch

human-machine

collaboration.”VegardKolbj?rnsrud,BINorwegianBusinessSchool,Oslo,

NorwayGenAIintroducesa

new

dimension

tohuman+machinecollaboration.

Previously,

human+machineinteractionswere

mostlylimitedtoquery-responseexchangesintendedto

retrievedataand

information.Thegenerationofideas,

insights

andcontent,

bycontrast,

remainedstrictlythedomainof

humans.GenAI

upendsthis

paradigm

byfacilitatingunprecedented,fluid

collaborationbetween

technology

and

humans.This

canevenincludeguiding

humansto

executeintelligence-requiring

activities.AccordingtoVegard

Kolbj?rnsrud’s

research,

individualand

collective

intelligence

can

be

amplifiedbyadding

more“intelligentactors”,orgenAIagents,intothe

mix.4

Yet,

floodinganorganizationwithgenAI

agents

is

notsufficient,akin

to

expecting

more

techtoolsto

make

people

more

productive.Twocritical

ingredients

are

required

for

collectiveintelligence

to

amplify

and

drive

impact.Reinventionready-

Reinventingenterprisemodelsintheage

of

generativeAI9First,

people

mustacceptgenAIagentsasa

new

typeof“intelligentcolleague”with

novelcapabilitiesthataredifferentfromtheirown.

Imagineanentirely

newworkflow,where

individuals

can

interact

with

someone

else’sgenAIagent,or

a

group

of

gen

AI

agentscollaborating

with

one

another

to

collect

insights

fortheir“human

partner”to

helpenhancedecision

making.Second,organizations

needtoformand

nurturea

newconnective

intelligence

tissue:a

network

of

interactions

that

connects

humans

and

gen

AI

agents,allowingknowledge,insightsandinnovationtoflow

seamlessly

acrossindividual,teamandorganizational

levels.Takeinnovation,ajobtypicallyassignedto

a

center

ofexcellence(CoE)andoftentightly

managed.What

ifinnovationwere

not

prescribedtoa

placeandtime,

butrather

bubbled

upfromtheedgesoftheorganization,whereindividualsandteams

havedirectinsights

intocustomerneeds?WithgenAI,

it’salready

possiblefor

almost

anyonetogofromanideatoa

customer-tested

product

concept,completewitha

marketingcampaignandawebsite

in

lessthanaday.GenAIagents

couldthen

disseminate

the

ideaand

productconceptamongstoneanotherandadvisehumancolleaguestojoinateamto

progressit.

Furthermore,domainexpertsworkingwiththeirowngenAI

agents

couldcontinuouslyscanthousandsofemergingideasto

ensurethemost

promisingonesare

prioritizedfortestingandfunding.“Currently,enterprisesoperatewithdesignatedteams,processes

andplaces

where

innovations

should

happen.Instead,with

connectional

intelligence,we

will

have

systems

of

aggregated

individual

andteam

innovation

that

will

propagate

at

speeds

we

cannot

imagine.”Dr.Saj-nicole

Joni,CEO

Cambridge

International

Group

Ltd.

Reinventionready-

Reinventingenterprisemodelsintheage

of

generativeAI

10Amplifiedintelligence“Inthefuture,many

ofuswill

findthatourprofessionalsuccess

depends

onourabilityto

elicitthe

best

possible

outputfromlarge

language

models(LLMs)like

ChatGPT—andto

learnand

grow

along

with

them.”Jim

Wilson,Global

Managing

Director

of

Thought

Leadership&

Technology

Research,AccenturePaul

Daugherty,Senior

Technology

Advisor,AccentureThe

gen

AI

agents

and

connective

intelligence

tissuewillequipemployeesatevery

levelof

an

organization

tomake

betterdecisions

by

providingcontextually

relevantinformationandactionableinsights.Theemployeeswillthen

needtodevelop

newskillsto

betterworkwiththesecapabilities,integratingthemintotheireveryday

workingpractices.Organizations,

meanwhile,will

need

an

entirelynewwayofenablingemployeestoacquireand

apply

theseskills—quicklyandcontinuously. Reinventionready-

Reinventingenterprisemodelsinthe

age

of

generative

AI

11AmplifiedintelligenceDynamic

skills

Reinventionready-

Reinventingenterprisemodelsintheage

of

generative

AI

12The

half-lifeofskillswill

plummet,

placingapremiumon

continuous

humanandAIagentlearning.

Reinventionready-

Reinventingenterprisemodelsintheage

of

generative

AI

13Dynamic

skillsKeyinsights:?

Jobarchitecturesbasedon

dynamicskillswillbecome

moreprevalent.?

Predictiveworkforceplanning

willbecriticalasthenature

ofwork,tasksandskillscontinuouslyevolves.?

Anewtalentmodelwillprioritizecuriousandinquisitiveindividualswith

stronglearningagilityand

anabilitytofusehumanand

machineskills.?

Areimaginedapproachtolearninganddevelopmentwill

fosterdynamisminjobsand

associatedskills.GenAIisalreadydramaticallyimpactingthetraditionalcurrencyofskills.Thetimeittakesforaskilltoloseone-halfofitsvalue

(its“half-life”)isshrinkingatanincreasing

pace.Thisphenomenonunderscoresthegrowingneedfor

dynamicjobarchitectures,predictiveworkforce

planning,newenginesfordevelopingtalentandanewapproachtopervasivelearningandapprenticeship–allofwhichcanbeenhanced

andsupportedbygenAI.Consider

an

accelerated

cycle

of

job

changes

asthe

natureofworkis

impacted

by

AI.

Manyworkerswill

beexpectedto

learn

newskills,trainAIagentstoautomatethose

skills

andthen

re-imagineand

redefinetheirownjobs.AsAIautomatesaspectsof

both

routinetasksandadvancedskill-basedtasks,the

remainingworkwill

be

reconstitutedinto

newjobs.Thisevolvingjobarchitecture

meansorganizations

will

needto

plantheirworkforce

basedonpredictedcareer

pathways—possibly

helped

byAI—ratherthan

relyingontraditional,predefined

paths.As

Ethan

Molickobserved:“IntheAIfuture,

HR

becomesyour

R&Ddepartment.”“IntheAI

future,HRbecomesyourR&D

department.”EthanMollick,RalphJ.RobertsDistinguishedFacultyScholarandAssociate

Professor,

WhartonSchool,

University

ofPennsylvania.Reinventionready-

Reinventingenterprisemodelsintheage

of

generativeAI14“Imagineafuturewhenstudents

graduatetogether

with

their

AI

assistants,who

know

everything

that

students

have

learnedandtheirpreferencesforlearning,

criticalthinking

and

connecting.How

useful

would

suchassistantsbeonthe

first

day

at

ajob?”Dr.Saj-nicole

Joni,CEO

Cambridge

International

Group

Ltd.To

accommodate

this

accelerated

job

cycle,a

new

approach

to

talentacquisitionanddevelopmentwill

beessential.Organizationswillfavortalentwhothriveinsuchdynamicenvironments:curiousand

inquisitive

individualswitha

highaptitudeforcontinuous

learningandastrong

appetitefor

change.Additionally,companies

will

increasingly

expect

new

joiners

to

come

withacommitmentto

lifelong

learninganda

readinessto

reinventthemselvesthroughout

their

careers.

Reinventionready-

Reinventingenterprisemodelsintheage

of

generative

AI

15Dynamic

skills“MarketingorganizationtransformationwithgenAI”Aglobalsoftwarecompanyachievedveryhighlevels

ofautomationandproductivityinthemarketingfunctionthroughtheuseofgenAI(forexample,creatingmarketingsearchcampaignsinhoursversus

severalweeks).TheChiefMarketingOfficerrecognized

thatthesecretsaucelayintheabilitytoputtogethergenAIcapabilities(models,data,marketingstack)that

enabledmarketingspecialiststoexercisethehumancraft.TheCMOensuredthatbothcapabilitieswerebroughtin-house:“Wecandosomuchmore

and

faster

ourselvesnow.Wealsodidnotwantto‘leak’

whatis

uniquetoourorganizationtocompetitorsbytraining

thirdpartiesandtheirAImodels.”Former

EVP

and

Chief

Marketing

Officer

at

Global

Software

CompanyInthecontextoffuturejobs

andtalent,manydebate

if“generalists”or“specialists”will

becomeobsoletewiththe

riseofAI-augmentedwork.We

believethat

bothwillremainessential,asorganizationswill

requirea

highdegreeofambidexterity:expandingthe

possibilitiesofgenAI,whilecultivatinguniquely

humanexpertiseinspecializeddomains.

Forexample,someemployeeswillbecome

highly

proficientinselectingfit-for-purpose

LLMs,setting

upsystemstotrainandcontinuously

updatethe

modelsand

pre-traininggenAIagents.Others,

augmentedbyAIagents,willexercise

deep

domainexpertise

to

create

better

products

andservices.One

thing

is

clear:

Whether

one

is

a“generalist”ora“specialist,”theabilitytofusehumanand

machineskillswill

beessential.

Reinventionready-

Reinventingenterprisemodelsintheage

of

generative

AI

16Dynamic

skills“Transformingperformancemanagementwith

genAIatAccenture”Likemanycompanies,Accenturebelievesthatcontinuousfeedbackiscriticaltoqualityperformancemanagementandindividualdevelopment,butitlackedhigh-

quality,regularfeedback.Bydevelopingits

genAI-enabledFeedbackCoach,Accenture

superchargedtheregularityandqualityof

employeefeedbackbyprovidingsuggested

phrasesandsentencesdirectlyinMicrosoft

TeamsandWorkday,basedoninputfromthewriter.AftermuchsuccesswiththisFeedbackCoach,Accentureexpandedittosupportemployeesinwritingself-reflectionsinanobjectiveway,withclarityandrelevance.Resultshavebeenimpressive:an89%increasein

completed

feedback,95%ofwriterssavedtimeand

76%ofreceiversratedthefeedbackquality

asgoodor

excellent.A

reimaginedapproachto

learninganddevelopmentisessentialto

supportemployees

and

foster

dynamic

skillsand

rolesat

bothindividual

andorganizational

levels.

Peoplewill

receivereal-timefeedbackandinformation

ontheir

performance,skill

relevance

andlearningopportunities,

movingawayfromthe

traditional,infrequent

assessmentsconducted

by

managersor

HRthatcommonly

led

to

the

prescribed

curriculafromstaticcontent.

Eventhe

more

recenttrendtowarddemocratized,on-demandself-service

learningfallsshortofwhatwillbe

required

becauseit

lacks

personalized

guidancetailoredtoan

individual’s

role,context

and

learning

preferences.Here,a

personalgenAI

learningagentcan

beaninvaluablecompanion.

Aware

of

anemployee’schanging

role,experienceandambition,theagentcould

proactivelysuggestupskilling/

reskilling

paths

thatare

highlytailoredtothe

individual’sprofessionalgoals,

needsanduniquelearning

preferences.Toenablethis

newwayof

learning,

theLearning&

Development(L&D)functionwill

lookcompletelydifferent.

Itsfocuswillshiftfrom

pre-configured

learningprogramsandcontentto

providinggen

AIlearningcompanionsand

LLMstrainedoninternalandexternalskill

learningcontentthatiscloselyand

continuously

alignedto

thechanging

natureofworkand

required

jobs.Additionally,the

L&Dfunctionwillbe

responsiblefor

nurturingcontinuousand

pervasive

learning

byembeddingitholisticallyintothejob

roles.This

requires

closecollaborationbetween

businessand

HR

leaders,andweexpectthe

L&Dfunctiontogain

prominencewithintheC-suite,followingasimilartrajectoryas

ITand

digital

functions

when

they

becameintegralto

businessstrategy.Theabilitytodynamically

evolve

one’sskillsforthetaskat

hand

(and

longer-termstrategicgoals)willenable

peopletoworkacross

disciplines

and

functions,whichisacatalystin

dissolving

the

traditionalboundarieswithinorganizations.

Leadersmustcultivate“humanfluency”—theabilitytoadap