The majority of companies are not organizationally ready for AI
Only four percent of European companies have an organizational model that is fully aligned with the requirements of the AI age. Although many managers are investing in artificial intelligence and technological innovation, deficits in governance, data competence and cross-functional collaboration are slowing down the transformation.
The management and technology consultancy BearingPoint has published a new study on the transformation of target operating models (TOM) in the age of AI. The study examines how companies manage the step from isolated pilot projects to a scalable, strategically anchored transformation and which structural requirements are necessary for this. In the face of dynamic competitive conditions, companies are increasingly being forced to realign their organizational structures, decision-making cycles, skills and processes in order to be able to react more quickly and tap into new value creation potential. Only a small proportion have yet set up their organization to effectively support AI usage and real-time decision-making. Although many managers report progress in strategy development and investment, deficits in governance, availability of specialists, clear responsibility and cross-functional collaboration are hindering transformation efforts. «Our study shows that future-ready companies are fundamentally rethinking how work environments are organized and implemented in the interplay between people and AI. They are designing their organizational models in such a way that people not only become more productive with the help of AI, but can also fully exploit the potential of new skills for business success,» explains Matthias Roeser, Partner at BearingPoint.
Technological progress and employee development set the pace
The study shows that technological developments are now the most important driver for redesigning the operating model. Around 70% of respondents cite new technologies and artificial intelligence as a key strategic driver, with 49% also pointing to changing customer expectations. At the same time, companies are confronted with increasing demands for transparency, compliance and sustainability: an additional pressure factor that requires the rapid modernization of structures.
Managers are increasingly recognizing that transformation can only succeed with people. Employee development, cross-functional collaboration and cultural change are key success factors. However, these areas are developing particularly slowly in practice: many companies consider the development of new skills, data competence and process orientation in particular to be insufficiently developed.
Only four percent of companies have a sustainable organizational model
Despite numerous transformation initiatives, the study shows a clear gap in the future maturity of many organizations. While 70 percent of respondents consider themselves well prepared for future requirements, only 4 percent state that their organizational model is fully aligned with their strategic goals. Obstacles include a lack of availability of data and analytics capabilities, a lack of skilled workers, technological shortcomings and an insufficient willingness to change on the part of managers.
Companies with a high degree of maturity in their operating model are characterized by three features:
- A clear strategy that is reflected in the design of the organizational model
- Company-wide governance and control systems that consistently anchor the desired behaviors
- Integrated data and technology architectures that enable scalability and efficiency
These companies impress with their agility. This includes clearly defined decision-making processes and a strong link between strategy and operational implementation.
«Technology is only one part of the transformation story,» says Matthias Roeser. «Successful organizations take a holistic approach. They harmonize structure, processes, people and corporate culture so that AI and data can deliver sustainable results. The future belongs to those companies that focus their target operating model on adaptability and the optimized use of new skills, not just efficiency. Work is being fundamentally rethought.»
Decisive and consistent action required
The study concludes that decisive and consistent action is required. Instead of viewing target operating models as occasional re-design initiatives, they see them as dynamic, modular systems that need to adapt flexibly to market changes. This paradigm shift requires clear governance structures, a cohesive management approach and disciplined implementation.
«Companies that act now will create the conditions to translate the potential of AI into measurable success, strengthen their resilience and achieve company-wide scalability. Those who hesitate risk falling behind, because speed, data orientation and cross-functional collaboration will be the key drivers of business performance in the future,» summarizes Tobias Liebscher, author of the study and Partner at BearingPoint Germany.
Source: BearingPoint
