The AI-First Organization
A global study of 472 executives reveals that most AI transformations fail due to unchanged operating models rather than technological limitations. The research identifies a significant gap between strategic ambition and execution, with people and skills cited as the primary barriers to generating AI value. To bridge this divide, organizations must implement nine specific shifts in governance, process, and culture to transition from pilot programs to sustained enterprise performance.
- ▪62 percent of surveyed executives expect major operating model changes from AI, but only 38 percent have begun acting on these expectations.
- ▪Nearly half of senior leaders identify people, skills, and capabilities as the most significant barrier to AI value generation, ranking above technology requirements.
- ▪The study identifies nine operating model shifts across three maturity levels that differentiate AI frontrunners from laggards.
- ▪Culture is highlighted as the variable with the greatest effect size in determining the success of AI adoption and organizational performance.
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Record
| Original publisher | Roland Berger |
| Canonical URL | https://www.rolandberger.com/en/Insights/Publications/The-AI-First-Organization.html |
| Publication time | Sat, 26 Sep 2026 20:51:02 +0000 |
| Retrieval time | 2026-09-26T20:55:40.253Z |
| Last seen | 2026-09-26T20:55:40.253Z |
| Headline source | Publisher (no WeSearch rewrite) |
| Excerpt source | publisher body |
| Excerpt method | First ~120 words (~800 chars) of extracted publisher body, fair-use limited. |
| Summary | WeSearch · cerebras-chat (WeSearch summarizer) |
| Summary source text | contentText |
| Citation coverage | Summary is a WeSearch-generated derivative; primary citation is the original publisher URL. |
| Cluster | None |
| Cluster logic | Not yet clustered, or no peer story found in the clustering window. |
| Ranking reason | Story pages are not engagement-ranked. Hub feeds use recency, with optional source-diversified chronological ordering (cap consecutive stories per source). No personalized ranking. |
| Publisher visit | Yes — open original |
| Substitutes article? | No — link-out required for full text |
Rights status (four layers)
WeSearch handling by dimension
| Indexing | May the item be indexed (stored, ranked, made findable)? | Allowed |
| Snippet | May a short excerpt of the publisher's text be shown? | Allowed |
| AI summary | May WeSearch generate its own short summary of the article? | Limited |
| Retrieval / RAG | May the content be exposed for third-party retrieval-augmented generation? | Not asserted |
| Model training | May the content be used to train AI models? | Not asserted |
| Commercial reuse | May the content be reused commercially? | Not permitted |
Basis: Derived from the published RSS/Atom feed. Contact: [email protected]. Reviewed: 2026-07-24.
Opening excerpt (first ~120 words) tap to expand
The AI-First Organization Back to location July 3, 2026 By Cyrus Asgarian, Daniel Rohrhirsch, Andreas Stocker, Martin Twesten and Niels Kammerer Nine operating model shifts to unlock AI value Boards are approving AI investment roadmaps. Technology functions are procuring AI tools. Pilot programs are launching with genuine ambition. Yet measurable results are failing to materialize in the vast majority of organizations. The root cause, time and again, is not the technology but the fact that the operating model is left largely untouched. Our latest global study, based on a survey of 472 executives and senior leaders conducted in late 2025 and early 2026, investigates why AI power so rarely translates into enterprise performance – and what it takes to change that.
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Excerpt limited to ~120 words for fair-use compliance. The full article is at Roland Berger.
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