Correct answer: B
This is the perfect trap: you’re confusing adoption with transformation. McKinsey emphasizes that value comes from redesigning work, impactful use cases, safeguards, and managerial oversight—not from completion rates. A badge creates the illusion of progress; the ability of AI to amplify capabilities (what McKinsey calls “Superagency”) requires real, measurable practices and leadership that rewires workflows.
Go further by reading
Superagency in the workplace (report)
McKinsey, January 28, 2025.
In summary, what does this report say?
The report positions AI as an amplifier of human impact (and not as a gadget), and forces us to redefine expected leadership when “synthesis” (i.e., the ability to generate a first level of synthesis and analysis) is almost free; concretely, the differentiation of expected leadership shifts: less “I am the person who knows everything and synthesizes best” and more “I am the person who frames the problem, asks the right questions, arbitrates, assumes the risk, gives meaning, and gets things done.”
Suggestion for the L&C team:
“Decision to Judgment” module: what I delegate to AI (analysis, options), what I don’t delegate (arbitration, responsibility, meaning). Deliverable: a personal charter “AI = co-pilot / AI = no”.
Off-piste for the L & C team:
Setting up a “shadow board”: 2 AIs give opposing recommendations; the leader must write the final decision + the risk assumed (and why).