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- This is real.

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It's gonna happen faster

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and broader than I think any
technology that has hit us.

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- Roger, Vikas, agentic.

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That particular word seems like

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it's the buzz word of the year.

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You ask anybody, they're
all saying agentic.

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But what's really going on with this?

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- Duarte, I think what we're
seeing is a real range.

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There are some clients of mine

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that are actually very deep in agentic.

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There's a CEO I know who
literally spends his time

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with three keyboards.

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He's working, you know,
three computer screens,

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looking at agents doing a
variety of different tasks

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that he used to have people
on his executive team doing

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in the past.

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And so he's actually really
amplifying his ability

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as an executive and his team's ability

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as executives using agentic.

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So that's one extreme.

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I would say that that's
probably a rare example

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to find in the wild currently.

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The vast majority of clients
I find are actually trying,

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you know, specific use cases
in a particular domain,

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something along those lines,
a bit more experimental

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and beginning to see some value.

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- Roger, how are you seeing it play out?

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I'd say very similar to Vikas.

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I think it's one of
those, the future is here,

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but it's not evenly
distributed type problems.

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I think there's evidence
of just profound value

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across the board, across a
range of almost every industry,

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a multitude of different use cases.

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And so when I look at it, you know,

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I've stared at many
technologies through my career.

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I've worked with Vikas on this as well.

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I mean, there are so many that arrived

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and then we waited so long
for it to really have impact.

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I think agentic, to me, the wake-up call

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for every company is, this is real.

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It's gonna happen faster

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and broader than I think any
technology that has hit us.

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Everyone's trying to get to that point

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where they're using agentic,

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and I'm talking about these more capable

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action-oriented AI systems,
in order to drive real value.

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When companies come to you

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and they're starting
their agentic journey,

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what are some of the
challenges that they're facing

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and what do you tell them?

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- We've looked at a lot
of these success cases

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and we try and talk to 'em about

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what is the patterns of success

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to help overcome those challenges.

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And so if I net that out,

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one is kind of a leadership
and organization,

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all the way from the CEO

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to the frontline worker
adopting this technology.

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Second of all is starting
in the right domain spaces.

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So we talk about purposeful processes,

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doing things that have proven ROI,

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so you can learn this technology

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and kind of build the
muscle.

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The third thing is a data journey.

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So data quality has always
been a good thing to do.

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Now there's so much more gold
at the end of the rainbow

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in terms of what you can do with agentic.

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It's worth making the investment
in data quality in a way

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that hadn't been before.

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The fourth is getting to
technical architecture,

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and that means looking at the environments

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in which you execute
technology and have your data

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and bringing them together

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and having more platform
engineering across environments.

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And what we've learned is that
if you give agents more data

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from across that environment,
if you give them tools

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that can take actions
across that environment,

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they deliver more value.

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So we have to think about the
entire technology environment.

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- Where is BCG playing a role?

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What's the partnership here?

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- BCG, we have a framework
which we call 10-20-70.

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When you look at a new
technology adoption,

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and I think it applies to agentic as well,

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we think about 10% or so of the
constraint in really getting

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to the adoption being
the technology itself.

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And look, the technology is incredible.

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20% of the constraint
we think is the data.

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And you know, Roger touched on that,

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the importance of having a good...

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a single source of truth,

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a quality data that you can rely on.

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The 70% of the constraint we
believe is change management.

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- 70%?
- 70%

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we believe is change management.

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So if you think about a...

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If you think about this
in the context of agentic,

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individual's roles,
whether you're an executive

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or you're a frontline coder,
change in a very substantive

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and dramatic way.

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And so you have to really
make people comfortable

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with that change that's going happen.

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And so really, that's the
heart of the focus for BCG

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is enabling the change management

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and putting the change management

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for the new technology in the context

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of the overall value
creation for the business.

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- Let's talk about bottom
lines, measurable results.

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When you've seen companies
deploying agentic,

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where have you seen
the measurable results?

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- If you take all of Gen AI,
we've been on a journey again

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with BCG's help on our own transformation.

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So for IBM, we're gonna
exit this year at...

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Our best estimate is a $4.5
billion dollar better run rate

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than we had three or four years ago.

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Now, that's not all going
straight to the bottom line.

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That is also being
reinvested in innovation.

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And so we look at that as a proven ROI.

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But I'd say I look at a framework of kind

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of raise the floor, break the ceiling.

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Raising the floor is what
we've done on productivity.

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Today's best process
can be tomorrow's worst.

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I'm really excited about what's
coming on break the ceiling,

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which is new business
models, new product lines,

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new areas that are emerging.

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Over time, companies will do that,

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raise the floor, build
their technology skills,

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and then that will give them
the technical platforms,

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the skills, the willingness

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to change the lines, and
to break the ceiling.

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That's where business
transformation's really gonna come

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from in the longer run.

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(bright music)