Tag Archives: PwC

The $196 Billion Revolution: How Agentic A.I. Is Redefining Corporate Power

As traditional systems struggle to keep up, agentic A.I. is redrawing the lines of corporate advantage. Unsplash+

A Dutch insurance company quietly automated 90 percent of its automobile claims processing. A global logistics company revolutionized logistics management with A.I. that thinks three moves ahead. Nvidia’s security systems now detect and neutralize threats before human analysts even spot them. These aren’t experiments—they’re the new reality of business warfare, where the global agentic A.I. market is exploding toward $196.6 billion by 2034, riding a staggering 43.8 percent compound annual growth rate.

As competitors face problems with basic automation, those who have adopted A.I. have systems that plan, decide and work independently. In the next four years, there will be a huge shift in enterprise software; by 2028, 33 percent will feature agentic A.I., up from less than 1 percent in 2024. The companies mastering this technology today will dominate tomorrow’s markets.

The intelligence gap that’s reshaping industries

Forget everything you know about A.I. assistants. With agentic A.I., companies move away from reactive tools and get true business partners instead. They handle everything in real time, finding errors, suggesting resolutions and running complex activities without help.

Two-thirds of executives using agentic A.I. report measurable productivity boosts, with nearly 60 percent achieving significant cost savings. But the true problems occur at a deeper level. According to Futurum Research, agent-based A.I. will drive up to $6 trillion in economic value by 2028, fundamentally rewiring how business gets done.

Real-world transformation in action

The evidence is already mounting across industries:

Financial Services: A.I. agents at JPMorgan Chase keep an eye on customer finances, find signs of fraudulent activity and instantly stop suspicious transactions. The result? Proactive protection that traditional rule-based systems could never match.

Enterprise IT: Jamf’s A.I. assistant “Caspernicus” operates directly in Slack, handling software requests for over 70 percent of employees. Staff no longer wait for engineering support—they get instant help through natural language requests, dramatically improving productivity across all departments.

Logistics and Supply Chain: A leading logistics player manages its logistics using intelligent A.I., looking at ongoing data on transport and inventory to improve deliveries without involving humans.

Cybersecurity: NVIDIA launched Agent Morpheus, an A.I. framework that uses real-time data processing to automatically detect threats and maintain security, moving from reactive to predictive protection.

The economics of autonomous intelligence

The economic implications cannot be overstated. In 2024, the agentic A.I. market in the U.S. reached $769.5 million, and it is predicted to grow at a rate of 43.6 percent per year until 2030. But raw market size tells only part of the story. According to MIT, using agentic A.I. to empower employees can make them 40 percent more efficient, and companies that use A.I. for customer experiences have had sales rise by up to 15 percent. The ROI calculations are compelling: 62 percent of polled executives expect returns above 100 percent from agentic A.I. adoption.

Enterprise leaders are responding with unprecedented investment. According to a SnapLogic survey, 79 percent of IT decision-makers plan to invest over $1 million in A.I. agents over the next year. The clear message: staying ahead in the market now depends on investing in technology.

The multi-agent enterprise: beyond single-point solutions

The next evolution is already emerging: networks of A.I. agents collaborating like digital teams. Consider the following scenario that reflects current deployments in leading companies.

A logistics agent detects a supply chain disruption. It instantly alerts procurement agents to source alternative suppliers while a finance agent rebalances cash flows to reflect the changes. Customer service agents proactively notify clients with updated timelines. No central system orchestrates this—the agents self-organize around business objectives.

Deloitte predicts that in 2025, 25 percent of companies using generative A.I. will launch agentic A.I. pilots, growing to 50 percent in 2027. The technology has moved from concept to deployment faster than any enterprise technology in recent memory.

Platform wars: the new competitive landscape

The competitive dynamics are already crystallizing. Over 400,000 A.I. agents were built using Microsoft’s Copilot Studio in the previous quarter, which over 160,000 organizations have adopted. Salesforce, IBM, Google and Oracle are racing to capture market share with their own platforms.

But the real battlefield isn’t in Silicon Valley—it’s in boardrooms where executives must choose between being disruptors or being disrupted. Eighty-nine percent of surveyed CIOs consider agent-based A.I. a strategic priority, yet 60 percent of DIY initiatives fail to scale past pilot stages due to unclear ROI.

The implementation reality: success factors and pitfalls

Despite the promise, deployment isn’t automatic. Nearly three-quarters of senior leaders believe agentic A.I. could give their company a significant competitive advantage. Still, half say it will make their operating model unrecognizable in just two years.

Most effective implementations move in this organized direction:

Phase 1: Infrastructure Readiness. Exposing enterprise tools and data via APIs, ensuring system interoperability and building monitoring and control frameworks.

Phase 2: Targeted Deployment. Starting with high-impact, data-rich processes prone to coordination bottlenecks such as incident resolution, customer onboarding and claims processing.

Phase 3: Multi-Agent Orchestration. Allowing agents to collaborate across functions, creating peer-to-peer protocols for coordination.

Phase 4: Organizational Redesign. Transitioning to hybrid structures where humans and agents share workflows.

The governance challenge

The autonomy that makes agentic A.I. powerful also creates new risks. Seventy-eight percent of CIOs cite security, compliance and data control as primary barriers to scaling agent-based A.I. Accountability, bias and ethical issues emerge whenever A.I. systems do things by themselves. Leading organizations have been building robust guardrails since day one. IBM watsonx Agents lead governance with enterprise-ready features including role-based controls, compliance auditing and A.I. explainability safeguards.

The disruption timeline: why speed matters

The transformation is accelerating beyond most predictions. By 2029, Gartner predicts 80 percent of common customer service issues will be resolved autonomously, and 15 percent of all day-to-day work decisions will be made by A.I.

Some companies have already benefited from early action. For example, a leading Dutch insurer automated 91 percent of individual automobile claims by integrating custom A.I. agents, enabling adjusters to focus on complex cases requiring human knowledge. Competitors still processing claims manually face an insurmountable cost and speed disadvantage.

Industry-specific disruption patterns

Companies across sectors have different use cases and transformation timelines:

Financial Services: Leading the charge with fraud detection, credit assessment and regulatory compliance automation.

Healthcare: A.I. agents managing appointment scheduling, patient monitoring and treatment personalization are showing early success.

Manufacturing: Predictive maintenance and supply chain optimization are delivering immediate ROI.

Customer Service: In 2024, the customer service and virtual assistants sector led in revenue generation, driven by A.I. agents’ ability to address both straightforward and complicated issues.

The strategic imperative: building the agentic enterprise

The change to agentic A.I. isn’t limited to technology; it becomes a key moment in companies’ competitive plans. Organizations face a binary choice: become agentic enterprises where autonomous A.I. agents work seamlessly alongside humans, or fall behind competitors that do. Half of executives surveyed by PwC believe A.I. agents will make their operating model unrecognizable in just two years. In every field, there will be a major and sudden separation between those who adapt and those who do not.

The organizations that will do well in 2030 will be smarter, able to spot trends, make changes accordingly and look for opportunities without the need for constant human input. They’ll operate at speeds and scales impossible for traditionally-managed competitors.

The bottom line

Agentic A.I. isn’t a technology to deploy—it’s a new way of operating to design. With the global enterprise agentic A.I. market growing at 46.2 percent annually and expected to reach $41.32 billion by 2030, the window for competitive advantage is narrowing rapidly.

The companies that master agentic A.I. in the next 18 months will set the terms for the next decade of business competition. People or businesses that don’t take risks often fade away in the annals of their industry. The changes we want are happening now, not in the future. The only question is whether your organization will lead it or be left behind.



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What CEOs Can Learn from the Boring Power of Mark Carney

Mark Carney’s composed leadership style—quiet, strategic and technically rigorous—offers a timely counterpoint to the theatrics of today’s power players. Getty Images

We live in a world where disruptive personalities and headstrong leadership styles grab the headlines. But maybe Mark Carney’s measured and meticulous rise to become the 24th Prime Minister of Canada offers a compelling counterexample. While some might label the former central bank chief as ‘boring,’ his track record shows a shrewd approach that has been remarkably effective in high-stakes scenarios. As CEOs navigate an increasingly VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment, Carney’s ‘boring power’ provides valuable lessons worth examining.

The ‘Strategic Stillness’ Advantage

Carney’s measured bearing stands in stark contrast to many of today’s high-profile leaders, and his composed demeanour has proven effective across diplomatic, financial and policy arenas. This approach was evident during the Prime Minister’s meeting with President Donald Trump on May 6th of this year. His calm presence in the pressure of the Oval Office appeared to shift the dynamic from confrontational to collaborative, with more warmth being shown than had been the case between the President and Carney’s predecessor. This ‘strategic stillness’ has characterized the Canadian Prime Minister’s entire career. During his tenure as governor of the Bank of England, he navigated the 2016 Brexit fallout and the onset of COVID-19 with the same measured composure. Despite these conditions, Carney became one of the longest-serving governors in the Bank’s history.

Research supports the wisdom of this approach for leaders who value sustainability over column inches. A Harvard Business Review study found that “how [CEOs] respond under pressure” makes a lasting impression on the people around them. It concluded by saying, “While it isn’t easy to step up to your best under pressure, it is incredibly important.”

Technical Mastery into Leadership Leverage

Behind Carney’s composed exterior lies exceptional technical expertise. His Harvard and Oxford education and 13 years at Goldman Sachs gave him a rock-solid foundation for his central banking career. The technical mastery forged over decades allowed him to communicate complex economic principles with authority, even when the news he had to deliver wasn’t what the markets or politicians wanted to hear.

Several sources agree that this ability to translate complex monetary concepts to different stakeholders is the factor that can make or break financial endeavours. For CEOs, the lesson is clear: technical know-how combined with clear communication gives you a strategic advantage. Embrace the credibility that comes with the breadth of business experience, but never forget that leverage is built when you communicate this experience with clarity.

Building Trust Through Consistency

Throughout his career, Carney has prioritized institutional credibility over personal visibility. His approach to leadership has focused more on building trust through consistent messaging than cultivating a charismatic public persona. This consistency was evident in his handling of forward guidance at the Bank of England during the Brexit transition. Rather than making abrupt policy shifts, Carney publicly emphasized the Bank’s commitment to providing ‘relative guidance’ and conditioned his forecasts on evolving data and market expectations.

Studies highlight that open and candid communication from leaders fosters trust, enhances employee engagement and supports organizational change. In short, CEOs who provide predictable, measured leadership during uncertainty create the psychological safety that teams need to perform at their best.

Balancing Multiple Stakeholders

Perhaps Carney’s most transferable skill for CEOs is his ‘everyman’ ability to address multiple audiences simultaneously. Throughout his career, observers have noted his ability to communicate across constituencies with differing interests. As Bank of England governor, he balanced the interests of financial markets, politicians and the broader public. As UN Special Envoy for Climate Action and Finance, he worked at the intersection of public policy, financial markets, and climate science. And as his 2021 book Value(s): Building a Better World for All shows, his decision to explicitly address the challenge of balancing economic priorities with broader societal needs was conscious and intentional. Today’s CEOs who face similar complexity should take heed and seek equilibrium rather than bowing to single-issue stakeholders.

Be ‘Boring’ in a Crisis

Crisis management is where Carney’s ‘boring power’ really shines bright. His methodical approach, clear communication, evidence-based decision-making and forward planning during turbulent times have proven effective on multiple occasions throughout his career. During the 2008 financial crisis, Carney’s measured response at Canada’s central bank helped the country avoid the worst of the crisis. A 2024 IMF working paper emphasized his communication and forward guidance as key success factors during the Brexit transition period.

A 2021 Global Crisis Survey by PwC found that organizations with strategic, well-integrated crisis response plans and leadership teams are significantly better positioned to maintain operations and recover from disruptions. As CEOs navigate today’s complex risk landscape of geopolitical tensions, A.I. disruption and climate change, Carney’s boring-but-effective crisis management offers a template.

Putting ‘Boring Power’ to Work

How can CEOs cultivate methodical, adaptive and communicative traits? Three actionable steps stand out.

  1. Be strategically restrained: Carney can hold competing ideas in tension without rushing towards a premature resolution. He focuses on synthesising opposing views rather than making binary decisions. This allows him to reach nuanced outcomes that acknowledge complexity.
  2. Invest in becoming a wider subject matter expert: Carney’s power comes partly from his unique background in investment banking, central banking, climate finance and diplomacy. He has expanded his technical understanding into adjacent areas. This gives him credibility with multiple stakeholders and positions him as a strategic leader rather than a tactical expert.
  3. Practice clear and calibrated communication: Carney’s communication is notable for its precision and how he adapts it to specific audiences. As George Bernard Shaw allegedly said, “The single biggest problem in communication is the illusion that it has taken place.” Don’t let this be you.

In a world where disruptive leadership gets the headlines, Carney’s ‘boring power’ offers a compelling alternative. The evidence suggests that a methodical, technically sound, consistent approach may be exactly what organizations need to navigate today’s complex challenges. Perhaps boring isn’t so boring after all.

David Pullan and Sarah Jane McKechnie are the founders of UK-based consultancy The Story Spotters and co-authors of The DNA of Engagement: A Story-Based Approach to Building Trust and Influencing Change



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