Artificial intelligence (AI) offers companies the opportunity to elevate productivity and innovation to an entirely new level. In early 2025, McKinsey estimated AI’s long-term global potential at up to $4.4 trillion, yet only about 1 percent of organizations consider themselves truly “AI-ready.” The primary reason for this gap isn’t a lack of technology or talent, but rather a leadership philosophy that enables the strategic deployment of AI and empowers teams to reach their full potential.
This is where the concept of “Superagency” comes in. Coined by Reid Hoffman in his book Superagency: What Could Possibly Go Right with Our AI Future, it describes an optimistic vision in which AI systems don’t replace people, but expand their capacity to act and unleash new creative possibilities. For leaders, Superagency means creating the conditions for genuine human-machine co-creativity—framing processes, tools, and mindsets so that teams and AI work hand in hand.
Embracing Superagency requires seeing AI not just as another tool in the toolbox, but as a strategic element that shapes everything from high-level vision to everyday workflows. That’s the essence of AI-First Leadership. An AI-First Leader learns how to build an environment in which people and AI tools collaborate seamlessly across every level of the organization.
In practice, this means that leaders must:
AI-First Leadership also means constantly questioning one’s own role as a transformation driver rather than rubber-stamping every AI project. Leaders should schedule regular “AI reviews” to evaluate ongoing initiatives against four criteria:
These reviews reveal which efforts truly advance the Superagency vision and where adjustments—reallocating resources, tweaking governance, or pausing low-impact pilots—are needed (McKinsey 2025).
Only once these AI-First foundations are in place can teams genuinely grow into their roles as Superagents. The next step is to equip and empower the agreed-upon operational units with clear objectives and the freedom to choose the methods and tools they need to execute the roadmap’s AI pilots. This creates a seamless transition from strategic vision to concrete action, making the Superagency concept palpable in day-to-day teamwork.
To ensure AI initiatives endure over the long term, strategic objectives, organizational structure, and culture must go hand in hand. Leaders can promote this by focusing on:
Cross-functional collaboration.
Instead of isolating AI projects in an IT silo, adapt organizational structures so that small, multidisciplinary teams—developers, subject-matter experts, product managers, etc.—co-create AI use cases from the outset. Establish a core team that meets weekly to incorporate direct feedback from the business units.
Cultivating a culture of trust.
Since trust is the foundation of successful AI adoption, foster a learning-oriented environment where everyone feels safe and involved. Leaders should embed an open error culture, treating missteps as learning opportunities in regular retrospectives. Frequent feedback loops and transparent communication ensure everyone stays aligned, and involving employees in decision making further strengthens both trust and ownership.
Strengthening change management and skill building.
Make the transition smoother by rolling out structured change programs and AI-fundamentals workshops, alongside a mentorship network where experienced colleagues can answer questions and share best practices. To prevent mentor burnout, offer micro-learning modules or “lunch & learn” sessions in which teams apply new AI skills directly to everyday tasks. This reduces hesitation, builds competence on demand, and drives sustained willingness to leverage AI tools.
Leaders must weave together AI strategy, organizational design, and culture. By championing AI-First Leadership, empowering multidisciplinary teams, executing rapid pilot projects, and fostering a culture of trust and responsibility, they lay the groundwork for lasting competitive advantage. In doing so, the vision of Superagency becomes a tangible reality—benefiting employees, customers, and the entire enterprise.
