Huma Siraj
Over the past year, AI agents or, if you want to be more technical, agentic AI have been at the forefront of the tech boom. Are they starting to fulfill their promises at last?
Adam Famularo, the CEO of WorkFusion and the former CEO of erwin (now a part of Quest), claims that it’s the next natural step in the evolution of genAI. “GenAI is excellent at creating content and responses, but it is incapable of taking action,” He clarified. “GenAI alone doesn’t cut it with hallucinations and lack of real time performance,” He continued.
However, developing and using AI agents is not a quick fix. He noted that in addition to “machine learning, statistical analysis, robotic process automation, intelligent document processing, and more,” AI agents continue to be built on a foundation of genAI.
Additionally, Famularo warned that an agentic AI system needs “proper controls and guardrails.” “AI agents are automated systems that can use reasoning and carry out intricate, multi step processes in digital environments. These agents act with intent, carry out multi-step tasks, learn from results, and make decisions in context in addition to just reacting to cues. They make use of automation techniques, various types of AI, and people the human in the loop.
According to a Harvard Business Review Analytic Services research, which was sponsored by Wipro, the “implications of agentic AI go well beyond automation or productivity gains.” In addition to the necessary technological integration, “it can be difficult to prepare an organization and its people to adopt agentic AI because leadership may encounter resistance, skepticism, or disinterest.” No matter how automated the world gets, critical thinking will always be a necessary human skill.
According to Gartner estimations mentioned in the paper, agentic AI will be used in 33% of corporate software applications by 2028, up from less than 1% in 2024.
According to Nitesh Bansal, CEO of R Systems, “the transition to agentic AI requires a more sophisticated infrastructure and mindset.” Right now, only innovative pioneers are setting the pace.
“Many organizations lack market ready tools and infrastructure, specialized skills, and AI literacy.”
Since agentic AI “can’t decide what services you need to provide or what’s needed in the market,” this kind of planning is crucial to its success, according to the HBR report. “No matter how automated the world gets, critical thinking will always be a necessary human skill.” Human skills will be enhanced by agentic AI.
The usefulness of agentic AI to organizations is also being shaped by another development. An “Internet of agents” that is interconnected and allows agents to work together beyond organizational boundaries is one example of this. Famularo declared, “This is one of the most exciting possibilities for agentic AI down the line.” Agents must have the ability to work together, be transparent and auditable, and be able to connect to collaborative ecosystems as necessary.
“Secure, cross-organizational intelligence sharing under stringent privacy and regulatory controls is gaining traction in the financial industry, particularly in compliance,” Famularo stated. “Consider AI agents from various institutions working together to use anonymized data to sanction risks or spot new fraud patterns.”
According to Famularo, “We’re already seeing the early signs: growing trust in agentic systems, evolving regulatory support, and increased openness to data-sharing frameworks.”
In order to properly implement agentic AI, companies should think about:
Become familiar with AI. “Being at ease with AI itself is crucial,” Famularo stated. You can use the ChatGPTs and Geminis of the globe; attempt to figure out how they can improve your daily life at work and at home. However, bear in mind that those only make up a small portion of the larger AI offers.
Maintain up to date and updated staff skills. “Provide training programs that concentrate on AI technologies and customer service applications to equip teams with the necessary skills,” stated Bansal. “This will promote an innovative culture and aid in closing the knowledge gap.”
Create use cases. For both large and small use cases that can yield value and success early on, organizations must seek chances to integrate AI throughout the company, according to Famularo. “A method to start small, if you will, is to use AI agents with a predetermined purpose, which avoids excessively lengthy development cycles.”
Keep people informed. “Adapt to unknown unknowns those anomalies no one’s seen before,” said Famularo. “People frequently need to examine a lot of evidence before making a decision. Furthermore, depending on the use case, being able to give people access to the data is still a huge victory in and of itself, saving them minutes or hours if the AI agent is unsure about what to do.
AI agents should be viewed as colleagues. The HBR analysis concurred that organizations “may be entering a new era where human teams and AI agents operate in tandem, which will demand fresh approaches to processes, management, governance, and workforce planning.”
According to Famularo, “create environments where AI agents can operate like true digital teammates.” “Moderna declared that it was combining HR with technology. For years, we have been imagining this blended workforce. These fusion teams of humans and AI agents will become increasingly common. When it comes to hiring, it makes perfect sense for HR and IT to collaborate more closely.
Allow a wide range of people to participate in the development of agentic AI. “A cooperative strategy can lessen bias in AI and increase the utility of its analysis or decision making output for businesses and their clients,” the HBR research states.
Reevaluate the procedures that AI agents are interacting with. “AI agents do more than just automate tasks; they make decisions, learn from results, and collaborate with your people,” Famularo stated. This implies that the entire procedure must encourage independence, teamwork, and flexibility in real time.
