{ "story_id": "31aa6ba0a952e7a742f0d6fe79d72a13", "desk": "drm3", "revision": 1, "published_at": "2026-09-04T09:46:10.000Z", "content_hash": "1048d8af23fe3c05ee7f0a08ebc3034735e8f0963cc8992f7ff972003040e3dc", "hash_basis": "sha256 over `headline\\ndek\\nprose`, plus `\\n` + the canonical citations JSON when any source is placed, plus `\\n#blog` for blogs", "basis": { "headline": "88% of Firms Use AI, Yet Only 6% See Results: Change Workflows, Not Just Tools", "dek": "Experts warn that only 6% of AI-adopting firms achieve results because they fail to redesign workflows.", "prose": "According to a 2025 global survey by McKinsey, 88% of organizations use AI in at least one business function. [^1]\n\nMcKinsey's 2025 survey found that only 6% of organizations are 'high-performing AI organizations' that generate meaningful results. [^2]\n\nMcKinsey research analyzing more than 1,000 corporate transformations found that when senior leaders visibly model the behaviors they demand from employees, the transformation has 5.3 times higher probability of success. [^3]\n\nMauricio Janauskas is a senior partner in McKinsey's Santiago de Chile office and serves as the managing partner for Spanish Latin America. [^4]\n\nKwak Tae-ho described the shift in required skills as a transition from an era of 'proficiency' to an era of 'judgment'. [^5]\n\nKwak Tae-ho stated that organizations must redesign reporting systems, meeting methods, and decision-making processes to achieve productivity innovation. [^6]\n\nAntonio Nieto-Rodriguez, CEO of Projects & Company, argues that corporate transformations often fail because leaders revert to previous operational rhythms rather than modeling the new behaviors. [^7]\n\nDespite the research findings, only 43% of leaders actually demonstrate the visible modeling of transformation behaviors required from their employees. [^8]\n\nMauricio Janauskas has more than two decades of experience advising leading organizations across industries including energy, agriculture, infrastructure, logistics, consumer goods, and entertainment. [^9]\n\nMauricio Janauskas previously served as the leader of the Chile office and the leader of McKinsey's Transformation Practice for Latin America. [^10]\n\nThe 'Cancellation Test' is proposed as a method to prove a leadership team can change its mind, requiring them to publicly cancel initiatives that are no longer supported by evidence. [^11]\n\nMauricio Janauskas holds an MBA from Thunderbird School in the USA. 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