EXHIBIT 1 Redesigning commercial workflows with agents could help sellers reallocate time from routine tasks to selling activities. Example: People–agent collaboration at a global B2B tech company Sector: Professional services Function: Marketing and sales Workflow: Lead generation and qualification Position on Skill Change Index¹ Higher-change skill Lower-change skill Workflow stage Agents’ activities People’s activities Relevant skills 1 Target and enable Prioritization agent Reviews and prioritizes key accounts Business development specialist Reviews agent-driven outputs across stages Sales prospecting Research 2 Personalize outreach Outreach agent Creates tailored outreach for each account Cold-calling Business development 3 Qualify and convert Customer response agent Manages customer responses and tracks customer interest (eg, “now,” “prospect,” “not”) Scheduling agent Schedules calls with customers and determines best next steps Coaching agent Coaches representatives with personalized feedback and tracks individual performance Handoff agent Coordinates warm customer handoff to new representatives Updates customer relationship management (CRM) software with summarized notes and agent-driven actions Completes sales with customers based on live feedback received from agents CRM software Computer literacy Selling techniques Communicating Influencing Coordinating 4 Serve and grow Admin agent Assists representatives by handling administrative tasks (eg, billing and invoicing), gathering client information and providing customer service representatives with talking points Customer service representative Manages customer requests and plans account strategy Billing and invoicing Customer service Problem- solving 1. Based on the McKinsey Global Institute’s (MGI’s) Skill Change Index (SCI). Lower-change skills are in the 1st and 2nd quartiles of SCI, while higher-change skills are in the third and fourth quartiles. Source: McKinsey Global Institute analysis Q UA RT E R _ 0 2 _ 2 0 2 6 55