Why a high-agency mindset is the ultimate hedge against AI disruption

The shift is underscored by data from BCG’s 2026 AI at Work Research report, which highlights that 72% of workers have seen their skill requirements evolve, while 88% anticipate a need for major upskilling within five years. In an environment where 66% of employees report receiving no guidance on how to utilize time saved by AI, those who wait for explicit management directives risk falling behind. High-agency workers, by contrast, treat the ambiguity of the current moment as a surface area for opportunity.

In practice, this looks like an employee who automates a recurring team frustration or engages customers to scout for future product needs before being asked. Dhar notes that these individuals do not rely on perfect instructions; instead, they refine their professional instincts through iterative feedback. This autonomy is becoming a baseline expectation as individual contributors are increasingly tasked with overseeing automated workflows, effectively requiring them to manage AI agents with the oversight traditionally reserved for managers. EY global consulting AI leader Dan Diasio echoed this sentiment, noting that entry-level hires are now expected to adopt a managerial perspective far earlier in their careers.