Organizational changes observed: –C-suite expands to include AI-focused leadership, while middle manager roles shift towards orchestration, coaching and enabling both human and agent contributions. –Middle-management roles evolve from supervising task execution to orchestrating human-AI workflows, resolving exceptions, coaching teams on judgement and system stewardship, and continuously refining guardrails and autonomy thresholds. –AI proficiency and soft skills become increasingly vital, with managers playing key roles in team cohesion, development and performance support,48 and in resolving tensions when agent outputs conflict with established practices or expert judgment. –Functions such as HR and IT align under shared leadership to co-govern human and agent capacity, with new hybrid roles emerging. –Workforce models codify agent participation – including capacity planning, access rights, autonomy boundaries, escalation paths and life cycle governance, because accountability is often contested when agents take actions across workflows. –Performance and accountability frameworks evolve to cover AI agents, including explicit human sign-off, productivity monitoring and retraining or retirement of underperforming agents. Early vs advanced adopters: –Early: Deploy agents in controlled workflows with clear human oversight, and invest in change management to address trust, workload concerns and role ambiguity. –Advanced: Redesign elements of organizational structures with flattened hierarchies, new orchestration roles, merged functions (e.g. HR/IT) and integrated agents in coordinated workflows, backed by clear accountability models and manager role redesign. CASE STUDY 24 Scaling human-agent workflows Repsol is reinventing core operations through a human- in-the-loop, agentic AI model. Repsol designed workflows where custom AI agents execute discrete tasks, gathering inputs, running checks, drafting outputs and triggering actions within guardrails while humans retain control through review, approval and exception handling. Today, 22 agents are live across 38 use cases, delivering smarter customer energy solutions and streamlined IT operations. Repsol plans to scale to over 90 agents and empower over 3,000 IT employees by early next year. Organizational Transformation in the Age of AI: How Organizations Maximize AI’s Potential 34

Organizational Transformation in the Age of AI How Organizations Maximize AI%27s Potential 2026