PwC’s midyear AI update shows that orchestration, governance and agent-based workflows are driving productivity while changing how companies operate, compete and grow.
while altering the types of tasks required and how they can be completed. A key development driving these changes is the rise of AI agent orchestration — which is AI agents working together., AI agents are no longer complementary components of a workflow.
They’ve actually become the central framework that makes these processes work. Dan Priest, the US Chief AI Officer, at PwC notes that orchestration is substantially outpacing agent deployments. Priest points out a scenario where tasks are delegated between agents that specialize in areas, such as human resources, compliance and finance.According to the findings, the goal isn’t to replace one task with an alternative but rather to create a more cohesive process. A process where agents are programmed to be good at a specific job and are then linked to complementary agents to Priest notes that the benefits brought by AI agents far exceed the drawbacks of their complexity. The orchestrator agents essentially act as conductors, directing and managing specialist agents as they guide them through every step of a business process. Companies that are making this work aren’t just rolling out technology — they're fundamentally changing how they operate.“We’ve seen that AI orchestration success hinges on treating this not just as a tech deployment, but as a shift in how teams work. The organizations doing it well are setting clear roles for agents, establishing accountability and empowering employees to oversee and guide AI behavior, just as they would with any team member,” Priest said.PwCs report throws out a figure; AI agents could potentially double the capacity of a company’s workforce. However Priest warns against getting too hung up on that number. As he puts it, “productivity doesn’t just mean doing more. It means freeing up time for higher-value work and rethinking how that work gets done in the first place." It’s not the type of model or the amount of computing power that determines impact. According to Priest the real limitation is often how ready an organization is to handle it. When workflows are sloppy and there’s little or no governance, AI systems can't do their jobs properly. Getting everything integrated and trained up is crucial. Companies must also be clear about roles and responsibilities, which can get complicated when software is involved because some of those roles held by human workers are essentially being replaced by machines.It’s worth noting that the research found that the companies that are making the most progress aren’t trying to skirt around ethical issues either. Instead they're bringing their legal, HR, finance, governance and regulatory teams in right from the start to brainstorm solutions to thorny issues. This approach makes a difference when it comes to getting a return on AI spending. “Companies that embed governance early are seeing stronger returns on AI investment, and firms with mature responsible AI frameworks are not only scaling faster but also earning stakeholder trust more quickly,” said Priest. He further explains that organizations that bring together teams from different areas of the company to oversee AI development are finding it easier to roll out new technologies without getting tangled up in regulatory issues. By making sure that multiple voices are heard early on, the compliance departments of these firms can avoid missteps and get their goods and services to market faster.As part of the report, PwCs AI Jobs Barometer looked at over half a billion job listings. What it found is pretty stark.are more likely to be affected by AI at a pace that’s 66% faster than other roles. However, one positive insight from the report is that individuals in jobs that are at risk of being automated can actually save their jobs and boost their earnings up to 56% if they upskill in AI areas. “The most noticeable wage premiums show up in automatable jobs when workers bring in complementary AI skills, like prompt engineering or AI tool fluency,” Priest says. This is particularly true in the US, where digital-based industries like tech, finance and professional services are adopting AI at faster rates than other sectors such as governments and nonprofits, which have been slower to catch on.Sustainability has long been a pressing concern for companies globally. Now AI is becoming a part of the conversation according to the PwC findings. “Manufacturing companies, for instance, are turning to AI to manage complex supply chains more efficiently,” Priest explains. “Many believe these gains will more than offset the carbon footprint of AI itself.” The research suggests that some companies are finding success with their AI-enabled sustainability efforts through better logistics, less waste and more efficient use of resources. The ones that are really getting it right aren’t just checking the box on sustainability. They’re actually making it a core part of their operations, weaving it through areas such as cloud migration, data strategy and product development. Priest says timing is critical. “Sustainability considerations should be built in early, particularly during cloud migration and data modernization. Once those infrastructure decisions are made, retrofitting gets expensive fast.”Executives have moved past asking what AI can do. These days the sharper ones are wondering the kind of company their business needs to transform into with AI as a catalyst. “Our midyear update highlights that this shift is being driven by a need for durable value and competitive differentiation,” Priest says. He adds that shift isn’t abstract. It’s showing up in boardroom discussions, budget planning and five-year strategy decks. However, he notes that many companies are still lagging behind. Outdated systems, inefficient processes and a lack of decision-making authority are all obstacles to AI progress. The research suggests that AI is evolving into something much more than merely a tool. It’s a forcing function. Ignore it, and the ground shifts beneath ostrich-minded leaders. Embrace it, and the game board can reset entirely in favor of early adopters.
Automation AI Orchestration Dan Priest Pwc Jobs Barometer Upskilling Chat GPT Governance AI Agents
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