Enterprise surveys show 85% of organizations target agentic operations within three years while 76% report infrastructure and process gaps that block execution. Primary coverage from MIT Technology Review highlights the limits of layering agents onto human-centric models. Three core pillars of agentic business transformation—technology stack, workforce, and success metrics—require explicit changes to team structures and role definitions. Existing linear workflows must be replaced by agent-mediated coordination across systems, shifting accountability from individual contributors to cross-functional oversight of agent outputs. Decision rights and performance systems must be rewritten so agents act as active value creators rather than point solutions, a pattern documented in HFS Research frameworks on ABT. McKinsey analyses of AI operating models similarly note that sustained gains appear only after firms flatten hierarchies and embed AI-literate roles at every layer. This structural shift, rather than product deployment alone, determines whether the projected 30-50% process acceleration materializes at scale.