未来已来，但你的组织真的准备好了吗？事实上，绝大多数企业仍在用旧逻辑应对一场"组织重 构"的新革命。AI、不确定性与人的变化三股力量正合力改写规则，定义下一个十年的，将 是"智能体型组织"。 中国和全世界一样，都正在面临着AI人工智能迅猛发展所带来的巨大不确定之中，机遇和挑战 并存。不远的未来，在AI智能体与人类共存的组织中，我们相信：人类个体能够勇敢拥抱AI智 能体，体验和享受Agentic工作流和新型组织运作方式带来的便捷、高效；与此同时，我们人类 也都能发挥自身优势（同理心、艺术鉴赏力、情绪感受力、概念性思辨力等），保持和发扬人 类自身的价值和意义。 麦肯锡近期发布的《组织现状报告2026版》(The State of Organizations 2026)系统梳理了九大行动 主题，提供了一份穿越迷雾的组织变革导航图。报告基于大规模全球调查，收集了来自15个国 家、16个行业、超过1万名高级管理者的反馈，试图揭示一个核心问题：未来组织将如何演化？ 三股力量改写规则 麦肯锡的研究揭示了一个正在悄然发生的转向：企业依然在追求绩效，但领导者的"时间坐标"已经变了 ——不再只盯着眼前的抗压与生存，而是把目光拉长 ...

d Program | June 13th, 2026 McKinsey & Company 麦肯锡2026亚太地区 "新一代女性领袖"项目 申请通道已正式启动 诚挚欢迎各行各业的多元化背景女性参与 秀出才华和活力,为个人发展注入澎湃动能。 新一代女性领袖项目是合作,是对话,也是思考 与学习。破冰热身,话题探讨,专业演讲,交流 互动,丰富多彩的线上活动等你来体验。借此, 你可以探索麦肯锡的工作方式,了解麦肯锡的职 业发展机会,同时结识不同背景的女性菁英,扩 展自己的人际网。激活灵感,创造不同,唤醒潜 在可能! How bold is the future vou're shaping? Next Generation Women Leaders 低将得到的收获。 · VP VA JA PE LL LL CLAN 面向群体 申请方式 申请材料要求(截止日期:2026年4月20日) · 简历:中英文任一版本,内容应包括教育背 . · 汲取灵感:向卓越榜样学习,获得关于领导力、 影响力与职业成长的深度洞见 · 有意识地成长:系统培养关键领导力能力,增 强自信,探索你职业旅程的下一步。 · 建立有意义的连接:结识一群 ...

全球知名的独立研究机构Forrester指出，麦肯锡在数字化转型领域拥有"清晰的战略"，并高度重视"既具 技术专长、又能与企业高层对话的人才"。 作为麦肯锡的人工智能部门，QuantumBlack为数字化转型战略提供全面的人工智能与数据基础设施支 持，包括代码。与此同时，麦肯锡还整合了新业务建设与技术服务，将战略洞见、行业经验与技术专长 相结合，帮助各行业客户从试点阶段迈向规模化应用，让技术真正融入企业核心运营，创造可持续价 值。 点击文末"阅读原文"，查询《Forrester Wave™：数字化转型服务（2025年第三季度）》报告。 麦肯锡在《Forrester Wave™：数字化转型服务（2025年第三季度）》报告中获得"领导者"评级。 Forrester从战略、能力与客户体验三大维度，对十余家服务提供商进行了系统评估。 "能够获得这一认可，我们深感荣幸。这背后，是公司三十余年来在技术领域持续而坚定的投入。我们 始终致力于帮助客户借助人工智能创造价值、捕捉价值，并推动价值真正落地。"麦肯锡全球资深董事 合伙人、麦肯锡人工智能部门 QuantumBlack 联合负责人Alex Singla表示。 麦肯锡的数 ...

企业为何难以解锁AI价值？ 生成式AI显著降低了许多知识型工作的边际成本，例如撰写初稿、开展分析、编写代码或生成内容。 智能体则更进一步，使系统能够借助软件工具与工作流程，规划并执行多步骤任务，实现从"回答问题 的AI"向"执行操作的AI"的跃迁。这一变化在组织层面意义深远，因为它重新划定了两类工作的边界： 一类是员工借助工具完成的工作，另一类则是在人的责任与治理框架下，由"数字劳动力"代为执行的工 作。 AI的应用范围已经相当广泛，但成熟度参差不齐。真正制约规模化推进的，并非模型是否可得，而是 流程重构、风险管理与能力建设。在麦肯锡2025年的一项全球调查中，88%的受访者表示企业至少在一 个业务职能中"经常使用AI"，但多数职能仍停留在试验或试点阶段。同时，在任何职能领域，实现了智 能体规模化应用的均不足10%。 尽管AI拥有改变行业格局的潜力，许多企业在释放其价值时仍面临诸多障碍，主要体现在以下方面： 人工智能已成为各行各业CEO与CIO关注的首要议题之一。企业纷纷加大对AI技术的投入，积极探索各 类应用场景，并投入大量管理层精力，推动这一变革性技术落地。然而，尽管投入与热情持续攀升，真 正能从AI投资 ...

什么样的CEO才称得上卓有成效？归根结底，是那些能够从容驾驭"对立"的人。 CEO站在组织各种张力与矛盾的交汇点上，需要在看似拉扯的要求之间找到平衡：既要自信，也要谦 逊；既要杀伐决断，也要赋能他人；既要保持专业，也要忠于本色。同时，他们还必须在交付短期业绩 的同时，为组织勾勒出更长远的发展愿景。 在充满颠覆与不确定性的今天，领导力早已不只是完成业务任务、实现业绩目标。CEO还需要培养并展 现一些能够对团队乃至整个组织产生深远影响的个人特质。这些以人为本的特质包括自我觉察、谦逊与 韧性。具备这些品质的领导者，往往能够整合不同视角，而不是被对立所束缚。他们不再陷入"非此即 彼"的选择，而是学会接纳"兼而有之"的现实。 领导力相关研究【1】显示，女性在关系构建、系统思考、学习心态以及使命驱动的愿景等方面往往得 分更高，这些正是CEO驾驭当今复杂环境最需要的人本能力。但现实是，女性登顶最高职位的机会依然 偏少：《财富》世界500强企业中【2】，仅52家由女性掌舵。女性在承担盈亏责任的关键岗位以及首席 财务官职位上同样占比偏低，而这些岗位往往是通往CEO的最后阶梯。 尽管如此，仍有大批女性冲破障碍，以真实、本色的领导 ...

Core Insights - The article discusses the cognitive biases and organizational inertia that hinder the adoption of generative AI in companies, emphasizing the need for actionable strategies to overcome these invisible barriers [2][4]. Group 1: Current Challenges - A healthcare company invested significant resources in a comprehensive training program to accelerate the use of generative AI tools among employees, receiving over 90% positive feedback. However, a follow-up assessment revealed that less than 10% of employees integrated generative AI into their daily work [4]. - Employees expressed reluctance to use AI tools, even in scenarios where the benefits were clear, indicating a disconnect between training feedback and actual implementation [4]. Group 2: Research Insights - The management faced a classic psychological phenomenon known as status quo bias, where individuals prefer to maintain existing conditions rather than evaluate the potential benefits of change. This bias often leads to an exaggerated perception of the risks associated with adopting new tools [5]. - A study by William Samuelson and Richard Zeckhauser in 1988 demonstrated that options labeled as "currently adopted" received significantly higher preference, regardless of their actual superiority [5]. Group 3: Solutions - To address the issue, the healthcare company shifted its approach to focus on personal relevance and specific work tasks, fostering a consensus that adhering to old practices poses risks while embracing generative AI is the wiser choice [6]. - The company implemented targeted training sessions that went beyond merely recommending tools, helping employees identify practical applications of generative AI in their daily tasks [7]. - Executives received personalized training to experience firsthand how generative AI could save time and enhance decision-making, which was crucial in changing their perception of the technology as a threat [7]. - The company identified "super users" within teams who had successfully utilized generative AI, recognizing and empowering them to act as internal coaches to encourage broader adoption among colleagues [7][8]. - Organizing visits to external organizations that had successfully integrated generative AI helped employees witness real-world transformations, thereby challenging their preconceived notions about the feasibility of such changes [8]. Group 4: Conclusion - These combined efforts gradually dismantled the employees' belief that maintaining the status quo was the safest option, leading to a recognition that embracing generative AI is essential for keeping pace with industry advancements and personal career growth [8]. - The initiatives significantly increased the internal adoption rate of generative AI, illustrating that when new working methods are accepted as the norm rather than disruptive changes, transformation occurs naturally [8].

过去几年，人工智能的技术浪潮一波接一波。从预测式AI、生成式AI，到如今快速崛起的AI智能体， 每一次新技术登场，都会迅速成为亚洲银行高管讨论的焦点。从战略会议到技术路线规划，AI几乎深 入银行转型议程的每一个角落。 然而，现实却复杂得多。尽管银行在数字化领域的投入不断攀升，许多金融机构依然受传统运营模式与 盘根错节的遗留系统架构掣肘，大量核心流程仍依赖人工完成，系统之间彼此割裂，效率提升十分有 限。技术投入与生产力提升之间的落差，正在成为行业普遍面临的问题。 如今，一个新的转折点正在到来。随着多智能体系统的成熟，银行业或许终于迎来了真正意义上的运营 重构时刻。这不仅是一次技术升级，更可能是一场从底层工作方式到组织结构的全面变革。 AI助力转型：银行运营的重构时刻 长期以来，银行运营一直是一个典型的"高成本系统"。在多数银行中，运营支出通常占整体成本的 60% 至70%。同时，许多关键流程仍依赖人工完成，例如客户身份验证、贷款审批、支付异常处理以及客户 服务等。 这意味着，运营体系既是银行最大的成本中心，也可能是未来最大的价值释放空间。 过去，在部分亚洲市场，由于劳动力成本相对较低，银行对技术驱动转型的紧迫感 ...

Group 1 - The core idea of the article emphasizes that investing in women's health can yield significant economic returns, with every dollar invested expected to generate approximately three dollars in economic growth [2] - The article highlights the importance of a fundamental shift in perception, viewing investments in women's health and career development as strategic investments that provide broad social and economic returns rather than mere costs [2] - The theme for International Women's Day 2026, "Give to Gain," resonates deeply with the notion of collaborative growth, suggesting that empowering women leads to exponential societal and economic progress [2] Group 2 - McKinsey's commitment to enhancing female representation within its talent structure is evident, particularly in leadership roles, through systematic sponsorship programs and leadership development paths [3] - The company has implemented initiatives such as building a culture of allies and establishing a workplace sponsorship system, which has been shown to help women achieve greater success [3] - Various McKinsey offices in China celebrated International Women's Day with diverse activities, including tea breaks and sharing sessions focused on women's leadership, fostering a supportive environment for female employees [3] Group 3 - The article asserts that the principle of "Give to Gain" should extend beyond International Women's Day, advocating for continuous action throughout the year to invest in women's health and career development [4] - Each act of giving contributes to building a more equitable, prosperous, and resilient future [4]

Core Viewpoint - In a time of turmoil and transformation, CEOs and their teams must focus on systematically cultivating the next generation of leaders with unique capabilities and mindsets to handle pressure and uncertainty, ensuring continuous growth [1][2]. Group 1: Challenges Faced by CEOs - Leadership has become increasingly difficult due to variables such as tariff changes, geopolitical conflicts, social unrest, advancements in generative AI, evolving workforce expectations, and climate change impacts [2]. - CEOs must make swift and accurate decisions under scrutiny from shareholders and stakeholders, even amidst information gaps [2]. Group 2: Key Leadership Qualities - Six essential leadership qualities have been identified: proactive attitude, balance of mind and body, empowerment and inspiration; service-oriented and selfless; continuous learning and humility; resilience and quick recovery; optimism and adaptability; responsibility and guidance [2][3]. Group 3: Systematic Leadership Development - Many companies fail to invest sufficient time and resources in developing future leaders, while leading global firms are establishing "leadership factories" to systematically build tomorrow's leaders [3]. - CEOs must personally engage in leadership development initiatives to ensure effective implementation [3][4]. Group 4: Actionable Steps for CEOs - CEOs should define the desired leadership traits and actively reshape company culture to support these traits, such as viewing failure as a learning opportunity [8]. - Identifying high-potential talent and innovative thinkers early on is crucial, with practices like cross-level meetings to encourage diverse input [9]. Group 5: Cultivating a Culture of Experimentation - A culture of trial and error and continuous learning is essential for leadership growth, requiring intentional cultivation [11]. - Organizations like the U.S. Navy SEALs implement post-action reviews to enhance decision-making and execution efficiency [11]. Group 6: Direct Involvement in Leadership Projects - Leadership development should not be solely a human resources task; it must be a systematic effort led by the CEO and core management team [13]. - Effective interventions should address real challenges faced by key positions and involve high-performance peers in small group discussions [14]. Group 7: Streamlining Decision-Making - Simplifying organizational structures enhances efficiency and accelerates collaboration, as emphasized by leaders like NVIDIA's CEO [15]. - Companies should focus on eliminating bureaucratic processes to enable faster decision-making and empower teams [15]. Group 8: Evaluating Leadership Development Outcomes - CEOs must systematically assess the effectiveness of leadership development initiatives through measurable indicators such as employee training hours and feedback scores [16]. - Continuous evaluation and adjustment of leadership development strategies are necessary to ensure alignment with organizational goals [16].

Core Insights - The establishment of the first "Lighthouse Factory" in Africa, the CITIC Dicastal Morocco plant, signifies a milestone for Chinese manufacturing's global expansion and showcases the successful digital transformation that can transcend borders [1][2]. Group 1: Factory Achievements - The CITIC Dicastal Morocco plant has implemented over 40 digital use cases, achieving a 17% increase in equipment efficiency, a 27% rise in labor productivity, and a 53% reduction in Scope 1 and Scope 2 emissions [1]. - The factory has grown from fewer than 400 employees at its inception to over 1,800, with more than 95% being local hires, emphasizing the importance of local talent development [5][6]. Group 2: Digital Transformation and Supply Chain - The Morocco plant's digital transformation is characterized by learning from the Qinhuangdao plant, adapting successful practices, and implementing a unique AI-driven casting system that enhances efficiency and reduces labor costs [9][10]. - The supply chain in Morocco is still developing, with efforts to stabilize it by supporting local suppliers and leveraging CITIC Dicastal's global supply chain [4]. Group 3: Cultural Integration and Localization - The plant emphasizes cultural integration through a dual mentorship system, where Chinese experts provide technical guidance while local mentors offer cultural insights, fostering a collaborative environment [13][18]. - Over 90% of the management team in Morocco is local, highlighting the commitment to extreme localization as a key aspect of successful globalization [15]. Group 4: Strategic Insights for Global Expansion - The company advocates for understanding local needs and delivering innovative solutions rather than merely exporting products, which is crucial for Chinese enterprises looking to expand internationally [16][22]. - The choice of greenfield investment over acquisition is seen as a strategic advantage, allowing for the establishment of core capabilities from the ground up [12][14].