I have worked in the field of artificial intelligence for decades. Agent AI will irrevocably change our workforce whether companies like it or not

The data already tells a great story. KPMG CEO Forecast for 2025 A survey of more than 1,300 global CEOs revealed that nearly three-quarters of them plan to invest 20 percent of their entire budget in AI in just the next 12 months. It is their top investment priority for the second year in a row. But what is even more important is that these leaders are not preparing to lay off workers en masse, but rather are actively hiring for AI skills and investing in upskilling. They are investing in the emergence of what I call the “super” employee – that is, AI-enhanced professionals to achieve what was previously impossible.

AI agents are the catalyst for this transformation. Instead of following specific steps, they focus on achieving specific goals. Given the right context, they independently mobilize all the necessary tools, knowledge and resources to achieve this, with optimal human agency. They don’t always ask, “How has it been done?” Instead, it gives you the leverage and power to ask, “What is the best way to solve this problem?” -And even, “What’s stopping me from doing this?” It may seem straightforward, but this simple transformation has the power to unleash the “superhuman” effect.

This breaks down the artificial boundaries that have restricted the way we work for too long – the silos between jobs, the boundaries of individual experience, and outdated assumptions about what is possible in the workday. When a purchasing analyst can work seamlessly with AI agents that understand finance and third-party risks, analyze vendor relationships and paths through complex graphs, and investigate and optimize vendor activity, they are no longer just making purchases.

This growth enhances economic activity and creates new opportunities. Yes, there is short-term disruption, but the reward is transformative. We are reshaping how organizations work, creating entirely new ways to solve problems and deliver value that were not possible under the constraints of yesterday.

Three turns, one revolution

This would fundamentally reshape the workforce itself, and we would see a clear divide emerge. Those who build, manage, maintain, and govern AI agents – the master agents. Those who evaluate and operate it – the agent evaluators. And finally, those who collaborate with these agents as teammates every day – the superhumans. But the implications run deeper than job titles.

Traditional organizational structures – built on functional silos and strict hierarchies – will not support this new reality. We will need to rethink organization and team composition, new responsibilities (who do you call when there is a problem with an agent?), decision rights, and how work flows through the business.

A team might consist of three people and a dozen collaborating AI agents. New operating models will be necessary. How do you onboard an AI agent and give it an identity? How do you measure productivity and business value when one employee coordinates multiple agents across different functions? How do you maintain accountability when decision making becomes a collaboration between humans and AI? Who is responsible for maintaining the aforementioned agents?

These are not theoretical questions. Forward-thinking organizations are already experimenting with hybrid team structures, creating new roles like Agent Bosses and redefining performance metrics to account for human-AI collaboration. Practical matters are as important as vision.

Foundation building

But none of this works without the right foundation. The biggest challenge is not the technology, but the context. Much of the experience within organizations currently exists in people’s minds and is therefore a priori knowledge that has never been formalized.

For superhumans and their AI colleagues to thrive, organizations must build strong data foundations and memory systems. This means capturing and protecting the collective intelligence of the organization – not just data, but the decisions, judgments, intuition and knowledge that typically live in people’s heads. It’s a bit like creating a file thinker For the enterprise – a living memory that any AI agent can leverage. We call these contextual cartridges and knowledge capsules. Without them, we are building superhumans on quicksand.

Equally important is the Agent Control System – a single center for registering, managing, operating and optimizing an enterprise’s unified agent workforce. Think of it as an operating system for your AI workforce. Just as you have HR systems for human employees, you need infrastructure to manage agent lifecycles, give them identities, monitor performance, ensure compliance, and enable ongoing maintenance. You also need to hold their agent bosses accountable. Organizations that build this infrastructure now will have a tremendous advantage.

The interface revolution is already underway. In the next 18 months, expect to see entirely new ways of working with AI agents – natural interfaces via voice, text, visuals, or gestures. Ambient systems that sense and anticipate what you need.

The superpower workforce is not a vision of the future, but is already appearing in pockets across organizations globally. The question is not whether this shift will happen, but whether companies will shape it or be shaped by it. After more than a quarter century in AI, I can tell you that leaders who act now and build the right foundations will not only survive this transformation, they will define it.

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