{"id":17721,"date":"2026-09-18T12:08:10","date_gmt":"2026-09-18T10:08:10","guid":{"rendered":"https:\/\/neodatagroup.ai\/?p=17721"},"modified":"2026-09-18T12:08:11","modified_gmt":"2026-09-18T10:08:11","slug":"mckinseys-10-findings-on-the-ai-enabled-organisation","status":"publish","type":"post","link":"https:\/\/neodatagroup.ai\/it\/mckinseys-10-findings-on-the-ai-enabled-organisation\/","title":{"rendered":"IA in azienda: le 10 verit\u00e0 di McKinsey"},"content":{"rendered":"<h2 class=\"simpletoc-title\">Indice<\/h2>\n<ul class=\"simpletoc-list\">\n<li><a href=\"#1-the-aienabled-organisation-needs-a-double-transformationnbsp\">1. Le organizzazioni che usano l'AI hanno bisogno di una doppia trasformazione&nbsp;<\/a>\n<\/li>\n<li><a href=\"#2-humans-and-ai-agents-share-the-work\">2. Persone e agenti AI si dividono il lavoro<\/a>\n<\/li>\n<li><a href=\"#3-shared-services-become-value-orchestratorsnbsp\">3. I servizi condivisi diventano orchestratori di valore&nbsp;<\/a>\n<\/li>\n<li><a href=\"#4-geopolitical-volatility-calls-for-bouncing-forwardnbsp\">4. La volatilit\u00e0 geopolitica richiede di rilanciarsi in avanti&nbsp;<\/a>\n<\/li>\n<li><a href=\"#5-flow-beats-structurenbsp\">5. Il flusso batte la struttura&nbsp;<\/a>\n<\/li>\n<li><a href=\"#6-fund-the-core-not-everything-equallynbsp\">6. Finanziare il core, non tutto in egual misura&nbsp;<\/a>\n<\/li>\n<li><a href=\"#7-strategy-has-to-cascadenbsp\">7. La strategia deve propagarsi a cascata&nbsp;<\/a>\n<\/li>\n<li><a href=\"#8-peopleandperformance-organisations-pull-aheadnbsp\">8. Le organizzazioni che uniscono persone e performance prendono il largo&nbsp;<\/a>\n<\/li>\n<li><a href=\"#9-leadership-works-from-the-inside-outnbsp\">9. La leadership funziona dall'interno verso l'esterno&nbsp;<\/a>\n<\/li>\n<li><a href=\"#10-change-becomes-the-steady-state\">10. Il cambiamento diventa la condizione stabile<\/a>\n<\/li><\/ul>\n\n\n<div style=\"height:100px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p class=\"wp-block-paragraph\">La maggior parte delle organizzazioni ha gi\u00e0 messo l'AI al lavoro. Molte meno riescono a dimostrare che cosa abbiano aggiunto ai risultati economici. Questa distanza tra adozione e ritorno attraversa l'intero <em>report State of Organizations 2026<\/em> di McKinsey e fa da cornice ai dieci risultati che vale la pena portare al proprio team di leadership.<\/p>\n\n\n\n<div style=\"height:100px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 id=\"1-the-aienabled-organisation-needs-a-double-transformationnbsp\" class=\"wp-block-heading\"><strong>1. Le organizzazioni che usano l'AI hanno bisogno di una doppia trasformazione<\/strong> <\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Circa l'88% delle organizzazioni sta implementando l'AI, eppure<strong> 81%<\/strong> dichiara di non registrare alcun beneficio economico rilevante. Colmare questo divario significa andare oltre i casi d'uso isolati e ridisegnare i flussi di lavoro end-to-end e i modelli operativi. \u00c8 anche un investimento sulle persone: per ogni euro speso in tecnologia, circa cinque spettano alle persone e alla cultura che le circondano.<\/p>\n\n\n\n<h3 id=\"2-humans-and-ai-agents-share-the-work\" class=\"wp-block-heading\"><strong>2. Persone e agenti AI si dividono il lavoro<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">\u00a0L'AI sta passando da strumento di supporto ad agenti autonomi che pianificano e portano a termine obiettivi articolati in pi\u00f9 fasi.<strong> 55%<\/strong> dei leader si aspetta che le competenze di AI dei dipendenti generino guadagni di produttivit\u00e0 esponenziali e circa il <strong>75%<\/strong> dei ruoli attuali dovr\u00e0 essere ripensato, cos\u00ec che la padronanza tecnica si affianchi a una pi\u00f9 solida capacit\u00e0 di giudizio cognitivo e sociale.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full\"><img fetchpriority=\"high\" decoding=\"async\" width=\"348\" height=\"755\" src=\"https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image.png\" alt=\"\" class=\"wp-image-17723\" srcset=\"https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image.png 348w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-138x300.png 138w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-6x12.png 6w\" sizes=\"(max-width: 348px) 100vw, 348px\" \/><\/figure>\n\n\n\n<h3 id=\"3-shared-services-become-value-orchestratorsnbsp\" class=\"wp-block-heading\"><strong>3. I servizi condivisi diventano orchestratori di valore<\/strong> <\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">I centri di servizi condivisi orientati al contenimento dei costi hanno raggiunto il loro limite. <strong>84%<\/strong> delle organizzazioni prevede di ampliarne il perimetro entro uno o due anni, estendendolo all'analisi dei dati e alla consulenza strategica. Un modello AI-native pu\u00f2 aumentare l'efficienza dei costi del<strong> 20%<\/strong> e la produttivit\u00e0 del<strong> 50%<\/strong>.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full is-resized\"><img decoding=\"async\" width=\"440\" height=\"456\" src=\"https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-1.png\" alt=\"\" class=\"wp-image-17724\" style=\"width:397px;height:auto\" srcset=\"https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-1.png 440w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-1-289x300.png 289w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-1-12x12.png 12w\" sizes=\"(max-width: 440px) 100vw, 440px\" \/><\/figure>\n\n\n\n<h3 id=\"4-geopolitical-volatility-calls-for-bouncing-forwardnbsp\" class=\"wp-block-heading\"><strong>4. La volatilit\u00e0 geopolitica richiede di rilanciarsi in avanti<\/strong> <\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>72% <\/strong>dei leader segnala un impatto concreto dell'incertezza geopolitica, con le aziende distribuite a livello globale come le pi\u00f9 esposte. Oggi la resilienza significa la capacit\u00e0 di rilanciarsi in avanti anzich\u00e9 limitarsi ad assorbire uno shock, eppure solo il <strong>26% <\/strong>dei leader svolge una pianificazione di scenario trimestrale per collegare queste tendenze ai risultati finanziari e operativi.<\/p>\n\n\n\n<h3 id=\"5-flow-beats-structurenbsp\" class=\"wp-block-heading\"><strong>5. Il flusso batte la struttura<\/strong> <\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Superare il tetto della produttivit\u00e0 \u00e8 una priorit\u00e0 per il <strong>43%<\/strong> dei leader e due terzi ammettono che la propria organizzazione \u00e8 troppo complessa per funzionare bene. Rimescolare gli organigrammi e ridurre i livelli gerarchici produce risultati sempre pi\u00f9 modesti, perch\u00e9 i comportamenti e i silos di dati sottostanti restano al loro posto. Semplificare i flussi di lavoro end-to-end pu\u00f2 accelerare di tre volte i cicli decisionali.<\/p>\n\n\n\n<h3 id=\"6-fund-the-core-not-everything-equallynbsp\" class=\"wp-block-heading\"><strong>6. Finanziare il core, non tutto in egual misura<\/strong> <\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Distribuire il budget in modo uniforme tra tutte le unit\u00e0, come si spalma il burro d'arachidi, diluisce l'impatto strategico. Le aziende che nell'arco di un decennio riallocano dinamicamente pi\u00f9 della met\u00e0 del proprio capitale creano circa il<strong> 50%<\/strong> di valore in pi\u00f9 , eppure solo il <strong>30%<\/strong> sposta risorse sull'intera organizzazione. Il protezionismo manageriale (41%) e la lentezza decisionale (38%) sono gli ostacoli principali.<\/p>\n\n\n\n<h3 id=\"7-strategy-has-to-cascadenbsp\" class=\"wp-block-heading\"><strong>7. La strategia deve propagarsi a cascata<\/strong> <\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">La chiarezza sulle battaglie decisive si affievolisce scendendo lungo la gerarchia: il <strong>56%<\/strong> dei dirigenti della C-suite le vede con chiarezza, quota che scende al <strong>44%<\/strong> dei senior manager e al <strong>27%<\/strong> dei middle manager. I leader che definiscono questa chiarezza in modo esplicito hanno una probabilit\u00e0 pi\u00f9 che doppia di sentirsi certi che la propria organizzazione sappia adattarsi rapidamente.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large is-resized\"><img decoding=\"async\" width=\"1024\" height=\"551\" src=\"https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-2-1024x551.png\" alt=\"\" class=\"wp-image-17725\" style=\"aspect-ratio:1.8585066608588334;width:680px;height:auto\" srcset=\"https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-2-1024x551.png 1024w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-2-300x162.png 300w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-2-768x414.png 768w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-2-18x10.png 18w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-2.png 1027w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n\n\n<h3 id=\"8-peopleandperformance-organisations-pull-aheadnbsp\" class=\"wp-block-heading\"><strong>8. Le organizzazioni che uniscono persone e performance prendono il largo<\/strong> <\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Le aziende che danno pari peso allo sviluppo delle persone e alle performance di business hanno una probabilit\u00e0 4,3 volte maggiore di mantenere risultati finanziari di primo livello nell'arco di dieci anni. Nonostante ci\u00f2, solo il 20% dei leader ritiene che le ricompense non economiche possano guidare le performance, e questo lascia la motivazione intrinseca gravemente sottofinanziata.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full is-resized\"><img loading=\"lazy\" decoding=\"async\" width=\"998\" height=\"568\" src=\"https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-3.png\" alt=\"\" class=\"wp-image-17726\" style=\"aspect-ratio:1.7570953018291637;width:673px;height:auto\" srcset=\"https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-3.png 998w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-3-300x171.png 300w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-3-768x437.png 768w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/09\/image-3-18x10.png 18w\" sizes=\"(max-width: 998px) 100vw, 998px\" \/><\/figure>\n\n\n\n<h3 id=\"9-leadership-works-from-the-inside-outnbsp\" class=\"wp-block-heading\"><strong>9. La leadership funziona dall'interno verso l'esterno<\/strong> <\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Il modello command-and-control sta lasciando spazio a una pratica centrata sulla persona, fondata sulla consapevolezza di s\u00e9 e sulla sicurezza psicologica. Questi approcci aumentano retention e soddisfazione del <strong>56% <\/strong>e rafforzano la fiducia nella stessa misura, e i leader riflessivi sono molto pi\u00f9 fiduciosi nella capacit\u00e0 di adattamento della propria organizzazione (30% contro 17%).<\/p>\n\n\n\n<h3 id=\"10-change-becomes-the-steady-state\" class=\"wp-block-heading\"><strong>10. Il cambiamento diventa la condizione stabile<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">La trasformazione una tantum, seguita da un ritorno al business as usual, \u00e8 finita. Nel 2026 la trasformazione \u00e8 una condizione permanente, un passaggio verso il business as change, in cui la capacit\u00e0 di adattarsi e di recuperare \u00e8 integrata nel modo in cui l'organizzazione opera ogni giorno.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Il filo conduttore \u00e8 piuttosto semplice. La tecnologia \u00e8 la parte facile, mentre \u00e8 nell'organizzazione che le sta intorno che il valore si conquista o si perde. Se vuoi ragionare su che cosa significhi tutto questo per la tua roadmap di AI, siamo sempre lieti di confrontarci.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>","protected":false},"excerpt":{"rendered":"<p>Most organisations have already put AI to work. Far fewer can show what it has added to the bottom line. That distance between adoption and return runs through the whole of the State of Organizations 2026 report by McKinsey, and it frames the ten findings worth taking to your leadership team. 1. The AI-enabled organisation [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":17722,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[32],"tags":[],"class_list":["post-17721","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.8 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>McKinsey&#039;s 10 findings on the AI-enabled organisation - Neodata Group<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/neodatagroup.ai\/it\/mckinseys-10-findings-on-the-ai-enabled-organisation\/\" \/>\n<meta property=\"og:locale\" content=\"it_IT\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"McKinsey&#039;s 10 findings on the AI-enabled organisation - Neodata Group\" \/>\n<meta property=\"og:description\" content=\"Most organisations have already put AI to work. 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