Agentic AI is transforming the way businesses operate by leveraging multi-agent AI systems to enhance productivity, efficiency, and customer engagement.

Unlike traditional automation tools, AI agents are autonomous, goal-oriented, context-aware, adaptive, proactive, and language-aware enabling 24/7 hyper-automation of business and IT operations for tasks and inputs that are variable by nature. They interact with users and perform tasks autonomously, making human-AI interactions more natural and efficient.

By adopting agentic AI, businesses can elevate their operational efficiency with AI agents collaborating with humans and boost growth with AI agents acting as knowledge and capability multipliers for teams to deliver more value.

Discover in this piece, how agentic ecosystem works, how to best implement agentic AI architecture, whichever industries or domains, and how to ensure the right governance, guardrails, and responsibility is in place.

Using tech to reduce friction

Annika Ölme is Chief Technology Officer and Senior Vice-President Technology Development for the SKF Group.

Annika is responsible for research, Technology Development, product development, and technology strategy globally. She is a member of group management at SKF; a board member at Denmark-based GRUNDFOS, the largest pump manufacturer in the world; and Chair of the Jacob Wallenberg Foundation, which supports research in material science.

In 2024 Fortune named Annika as one of Europe’s 20 most influential Women in Tech. She is based in Gothenburg, Sweden.

Can you help us give an overview of SKF?

Founded in 1907, SKF is a world-leading provider of innovative solutions that help industries become more competitive and sustainable. Reducing friction is the core of what we do. Our offering around the rotating shaft includes bearings, seals, lubrication management, condition monitoring, and services. By making products lighter, more efficient, more durable, and more easily repaired, we help our customers improve their rotating equipment performance and reduce their environmental impact. We operate in around 40 different industries across 130 countries, ranging from wind power and gearboxes to pulp and paper and metals. Increasingly, we focus on intelligent solutions that combine our expertise in rotating equipment with data and AI to predict and prevent failures, improving both performance and sustainability.

As CTO, what is your role in transforming SKF with technology?

As CTO, my role includes defining and delivering the overall technology strategy and our digital transformation. We want to reimagine rotation for a better tomorrow, and this is intertwined with our ‘intelligent and clean’ strategy. Apart from resolving our customers’ issues, and continuing to grow our capabilities, I spend a lot of my time on building a tech-fueled future that will set us apart from the competition. A key aspect of my role is fostering a culture of innovation and collaboration, both internally and with external partners.

SKF AND EMERGING TECH

When it comes to emerging technologies, what do you see are the top technologies that organizations should watch out for?

Clearly, technological disruptions, climate change, and economic instability are shaping the business environment in 2025. From a technological standpoint, four trends stand out. First, organizations will continue to focus on digitalization to drive operational efficiency and transform the customer experience. Second, AI continues to be front and center, with organizations looking beyond high-risk ‘moonshot’ projects to more pragmatic, scalable applications, underpinned by robust AI infrastructure.

“AI continues to be front and center, with organizations looking beyond high-risk ‘moonshot’ projects to more pragmatic, scalable applications, underpinned by robust AI infrastructure”

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Within this AI landscape, quantum-inspired techniques, while still nascent, hold promise for long-term advanced simulations and optimization. Finally, sustainability remains a defining driver of business strategy, as clients increasingly demand energy-efficient, circular solutions that reduce environmental impact. Taken together, these trends emphasize the need for a flexible innovation strategy to help companies remain competitive in a rapidly shifting landscape. Let me expand on some of the key technology trends.

Artificial intelligence and Generative AI Artificial intelligence (AI) is transforming our daily lives. Generative AI (Gen AI) is becoming an essential tool for organizations looking to thrive in an increasingly complex and fast-paced world. In 2025, organizations will focus more on adopting and integrating AI-enabled technology into their operations, as well as intensifying training to develop AI-ready employees. With technology touching so many different parts of the business, a clear understanding of the evolving AI landscape – including robust AI infrastructure – will be the key for organizations to explore its full potential and identify new revenue sources.

Transition to smart manufacturing Advancements in Industry 4.0 technologies, the Industrial Internet of Things (IIoT), and continued progress in faster computing power will accelerate the shift towards smart manufacturing. This means more AI, better data governance, and an intensified focus on security, offering advantages in terms of optimizing production schedules, reducing downtime, and driving operational efficiencies. Such benefits resonate strongly across manufacturing and industrial sectors.

Cleaner data will be the new gold standard Today, organizations use data insights in near real time to improve operational and financial performance and gain a competitive edge. The path to smart manufacturing begins with harvesting high-quality, accurate, and reliable real-time data from a wide range of IoT devices for quick processing. Organizations must prioritize data quality and invest in robust data management practices to drive growth and improve digital customer experiences, further underlining the need for secure, well-managed data pipelines.

“Organizations must prioritize data quality and invest in robust data management practices to drive growth”

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Sustainability front and center Increasing regulatory pressure and greater customer awareness keep sustainability at the forefront of corporate agendas in 2025. Customers will look for partners who can implement technologies that support progress toward their net-zero and sustainability goals. Organizations that prioritize energy-efficient products and circular business models – emphasizing resource reuse and recycling – are more likely to gain a competitive advantage, while focusing on value creation.

What is the role of startups and academia in your technology strategy?

While we maintain robust in-house R&D capabilities, collaborations with startups and academic institutions are critical to expanding our innovation pipeline. Universities provide specialized expertise in areas such as advanced materials research, sensor technologies, and data analytics, enabling us to explore cutting-edge solutions that complement our own development work. By partnering with these academic teams, often through joint research projects, we can refine product performance, gain deeper insights into emerging trends, and accelerate the proof-of-concept (PoC) stage for new applications.

Similarly, startups play a crucial role, particularly outside our traditional core areas. Through targeted programs and alliances, we gain early access to disruptive technologies and innovative business models, allowing us to test and scale new solutions rapidly. This not only broadens our perspective on emerging markets but also enables faster growth in fields where agility and external expertise are paramount. Collectively, these partnerships with startups and academia ensure our technology strategy remains innovative, adaptable, and closely aligned with evolving industry demands.

THE RISE OF AI AND GEN AI

How is SKF using AI and Gen AI at SKF?

At SKF, we use AI and Gen AI to enhance both our digital products and tools for the customer and improve operational efficiency across various domains. Our initiatives include the development of AI-driven tools for predictive maintenance, quality control, and customer service automation where we do our own development. We also work with our suppliers and partners to integrate Gen AI into our digital workplace with the launch of the Github copilot for software developers and Microsoft Copilot for specific areas of the business, which helps streamline workflows and improve productivity.

“Our initiatives include the development of AI-driven tools for predictive maintenance, quality control, and customer service automation”

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Additionally, we have implemented vision-based solutions to identify bearing failure modes, which assist our customers and application engineers in making better decisions for remanufacturing opportunities and striving toward our sustainability goals.

How has your recently launched Gen AI-enabled product assistant been received?

The early response to our Gen AI-enabled product assistant has been positive. The SKF Product assistant, which uses large language models (LLMs) and our extensive proprietary product data, has been well-received by users for its ability to provide accurate, reliable answers. However, we know that Gen AI will be a supporting tool, rather than the one and only answer to our engineering questions. The main challenge now is to support our users in writing questions (as opposed to the key word search model) to see what full capability looks like. We are also adding more data into the solution to cover our full product offering.

How important is data in achieving AI’s full potential?

High-quality, clean, and comprehensive data is the foundation of effective AI models. Our AI strategy focuses on using data to drive decisionmaking and improve operational efficiency. We use AI to optimize inventory levels, enhance logistics, and implement smart manufacturing processes. At the same time, we cannot wait for the perfect data setup to come along. We need to explore solutions but, in the long run, the output – and, above all, scalability – will require an ongoing effort on the data side. We recognize that data is a strategic asset, and we are investing in the infrastructure and expertise needed to unlock its full potential. We are also exploring techniques like synthetic data generation to augment our existing datasets and improve the robustness of our AI models.

“High-quality, clean, and comprehensive data is the foundation of effective AI models”

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How are you managing the AI talent shortage?

SKF has implemented several initiatives. We have launched an AI Ambassador Program to upskill our employees and create a network of AI ambassadors who can educate their colleagues on entering the AI domain. We also provide digital content via our learning platform. Additionally, we are investing in formal training, community learning, and hands-on experimentation to boost AI competencies across the organization. We also collaborate with external partners and academic institutions to secure the necessary resources and expertise to build and scale AI applications. For an industrial organization like ours, it is important to continue to upskill our current workforce while ensuring an inflow of new and relevant competencies from the market. We have also launched a PhD program in AI, demonstrating our commitment to developing deep internal expertise in this critical area.

MANUFACTURING IN THE 2020s

How do you assess the new technologies you are working with?

Technologies such as AI, IoT, 3D printing, and big data analytics are powering everything from predictive maintenance and rapid prototyping to real-time monitoring and quality control. Robotics is becoming more sophisticated, moving beyond simple repetitive tasks to collaborating with humans. Automation has been key in SKF for decades, and for a long time we have run manufacturing operations with very limited human intervention. One of the key growing uses of tech in the factory is in inspection and product quality assurance. We can embed the tribal knowledge of our people, accumulated over decades, into tools that can then make informed and consistent decisions.

“Robotics is becoming more sophisticated, moving beyond simple repetitive tasks to collaborating with humans”

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We are also able to collect that information to refine the models and our product digital twin and are seeing the increasing influence of additive manufacturing technologies, such as laser cladding, which offers new possibilities for remanufacturing and repairing bearings. I think we’re at an exciting time in manufacturing, where these technologies are starting to truly transform organizations.

How critical is cybersecurity for large manufacturing companies such as SKF?

From individuals to multinational enterprises, in today’s hyper-connected world, cybersecurity is critical. In manufacturing, the additional risk to manage is in information technology/operational technology (IT/OT) convergence, which makes security in the physical world an integral part of our cybersecurity. Moreover, as operations become more dependent on digital availability, protection of those digital systems becomes even more business-critical. Cybersecurity is no longer just a nice-to-have, it’s a fundamental imperative for ensuring business continuity, a competitive differentiator, and the key to building trust with customers and partners.

How does tech support the launch of new products and services?

Technology is a great enabler in bringing new products to the market. Firstly, the ability to refine designs and conduct virtual validation reduces the need to prototype and re[1]prototype. New processes, more suited to smaller-scale manufacturing, allow more rapid prototyping. As the product moves into manufacturing, we can simulate process flows, using things like automation and robotics to minimize downtime. Then, manufacturing data becomes valuable in the digital twin as a part of moving downstream and to the customer – things like product tolerances at the individual bearing level, calculations of embedded CO2, etc., allowing matching of bearings, better forecasts of downstream environmental impacts, and enabling re-manufacturing. Essentially, a whole circular service business, enabled by technology.

But here’s the best part: we’re not just selling products anymore. We’re offering a broad portfolio of products, services, and solutions for numerous industries. Our intelligent solutions enable many of our more advanced service offerings. Going forward, our services and intelligent solutions will be key differentiators in building customer relationships and strengthening our position in the aftermarket. It’s a whole new way of doing business, and it’s super-exciting!

How is technology enabling your sustainability journey?

Technology is a powerful ally in our sustainability journey, making our ambitious targets realistic. We aim to decarbonize our operations by 2030 and reach net-zero emissions in the supply chain by 2050. We develop products and solutions that enable clean technology industries, such as renewable energy generation. By making our products lighter, more efficient, and recyclable, we help customers reduce friction and extend service life, among other sustainability benefits.Technology is a powerful ally in our sustainability journey, making our ambitious targets realistic. We aim to decarbonize our operations by 2030 and reach net-zero emissions in the supply chain by 2050. We develop products and solutions that enable clean technology industries, such as renewable energy generation. By making our products lighter, more efficient, and recyclable, we help customers reduce friction and extend service life, among other sustainability benefits.

“We aim to decarbonize our operations by 2030 and reach net-zero emissions in the supply chain by 2050”

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Also, remanufacturing is not just about traceability, but the analysis of used components to assess feasibility of remanufacturing. Traditionally, the inspection was conducted entirely manually by experts. Now, people in the field can use digital tools developed on mobile platforms and embedded with SKF knowledge and AI analytics, meaning more bearings can be assessed for remanufacture-ability, and fewer will be shipped out, only to be rejected at on-site inspection.

Furthermore, technology is enabling us to optimize our operations, from reducing energy consumption in our factories to minimizing environmental footprint across the supply chain. Technology, along with ecosystemic collaboration, empowers us to develop more sustainable products, optimize our operations, and help our customers achieve their own sustainability goals.

ESTABLISHING A TECH MINDSET

How can we encourage more women into technology?

We need to start early. Women must be exposed to STEM [Science, Technology, Engineering and Mathematics] subjects from a young age. And we need to make sure they are aware of the amazing women role models in tech for them to look up to! Scholarships, support programs, and creating a welcoming environment in schools and workplaces are all key. We also need to make sure everyone feels included and has equal opportunities. At SKF, we know that diversity and inclusion are not just nice-to-haves – they’re essential to our success. We’re taking positive steps to make sure everyone has the chance to succeed. As a female CTO, I’m in a minority. My goal is that this should not be the case for the next generation of female executives.

“As a female CTO, I’m in a minority. My goal is that this should not be the case for the next generation of female executives”

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In a large organization, how can you drive a culture that embraces tech?

It starts at the top. Leaders are crucial to getting everyone on board with new technology. They need to set a clear vision for how specific tech will help the organization achieve its goals and then make sure we have the budget and resources to make it happen. But it’s not just about throwing money at the problem. Leaders need to lead by example, show they are excited about new tools, and make sure everyone feels comfortable using them. We need to create a space where people feel safe to try new things and learn from their mistakes. And, let’s be honest, the pace of change is crazy these days. Leaders need to stay on top of AI and all the other new technologies that are popping up. We can’t afford to get left behind.

“Leaders need to stay on top of AI and all the other new technologies that are popping up”

With more and more competition out there, it’s clear that organizations that can use technology effectively are going to come out on top in 2025. It’s up to us as leaders to empower our teams to embrace technology and use it to their advantage.

ÎÚÑ»´«Ã½, together with Accirculate, highlights how sustainable and circular supply chains drive value creation in the new economy.

ÎÚÑ»´«Ã½ and Accirculate, an independent consulting firm specializing in circular supply chains, have joined forces to showcase how organizations can create value and opportunity through sustainable and circular supply chains in a rapidly changing global landscape.

Disruptive markets, advanced production processes, and new frontiers in artificial intelligence have made traditional management skills less relevant, forcing organizations to navigate the complexities of modern supply chains without a clear vision to guide them.

In this paper, we’ll explain how visionary leadership helps address these challenges while exploring the Eco-Digital Era – a time marked by ecological and digital revolutions that demands more innovative business strategies and supply chain resilience to handle them.

Circular supply chains have the potential to transform any supply chain setup into a more competitive and resilient system by capturing value throughout the product lifecycle, ultimately, enhancing any organization’s competitiveness in the new circular economy.

To learn more, contact ÎÚÑ»´«Ã½â€™s Business Services at businessservices.global@capgemini.com

After decades of globalization, manufacturing organizations in Europe and the US are pivoting from cost-focused offshoring to an emphasis on local and regional resilience and autonomy.

This major trend of reindustrialization – exhibited by intensive remodeling of supply chains and moving bases of production closer to their markets – is influenced by a number of key drivers, including the desire to mitigate geopolitical risks, minimize supply chain disruptions, navigate tariffs, reduce logistical costs, and prioritize sustainability.

The resurgence of manufacturing: Reindustrialization strategies in Europe and the US – 2025 is the second installment in an annual research series exploring the forces driving the transformative wave of reindustrialization sweeping across Europe and the US. ÌýWith insights based on findings from a survey of 1,400 senior executives from organizations with annual revenue above $1 billion, across 13 sectors and 11 major countries in the US and Europe, the report offers valuable perspective on how organizations are approaching nearshoring, reshoring, and friendshoring in their production and supply chains, and leveraging data and technology as key enablers to reduce reindustrialization costs.

Key insights include:

• Reindustrialization investments within and outside of domestic markets are projected to reach around $4.7 trillion over the next three years – up from $3.4 trillion in 2024.
• Advanced digital technologies are helping organizations cut reindustrialization costs, streamline operations, and drive competitiveness. Over half (54%) of organizations have already realized more than 20% cost savings through the adoption of these technologies, with AI/Gen AI, cloud computing, 5G and edge computing, and digital twins identified as top investment priorities for reindustrialization.
• Reindustrialization supports sustainability objectives by offering an opportunity for organizations to integrate cleaner energy, enable shorter supply chains, and optimize efficiency through advanced manufacturing technologies. These upgrades reduce emissions, minimize waste, and enhance resilience.

The resurgence of manufacturing: Reindustrialization strategies in Europe and the US – 2025 provides organizations with a roadmap to accelerate and capitalize on their reindustrialization journey by focusing on “rightshoring,� integrating sustainability and resilience, harnessing technology and data to reduce reindustrialization costs, and developing a future-ready talent strategy to manage labor and skills shortages.

To delve deeper into the evolving landscape of industrialization and learn how digital transformation and sustainability can play a critical role in driving the next phase of industrial competitiveness, download the report today.

The financial services industry worldwide is undergoing a swift transformation, driven by evolving customer needs and the rapid emergence of disruptive technologies.

The rate at which financial institutions adopt new technologies, particularly AI, is falling further behind the speed of their development. A radical transformation is imminent: financial services will be delivered at least three times faster and at a fraction of today’s cost within three years. Therefore, prioritizing the following key areas is critical:

• Agentic AI ready to make its mark: Financial institutions must prepare for agentic AI to drive efficiency and customer value. Pre-built architectures and toolsets will facilitate rapid implementation, but success hinges on integrating AI into both corporate (internal) functions and to core customer interactions. A comprehensive IT transformation is inevitable.
• Accelerated performance through cloud-enabled heterogeneous computing: Cutting-edge hardware releases, including CPUs, GPUs, and DPUs, along with recent advancements in quantum computing are poised to revolutionize computing. Paired with next-gen cloud capabilities, financial institutions will benefit to fast-track their business transformation programs. An AI-driven future necessitates varied computing architectures, optimized for individual use cases. 
• A new era of cybersecurity: With increased focus on data privacy and security amid growing regulatory and compliance demands, the adoption of new technologies, especially AI, will require new guardrails around security, ethics, fairness, and responsibility. Banks and insurers will also begin transitioning to quantum-safe systems, anticipating emerging threats from the imminent rise of high-performance computing and quantum.
• Unlocking the future with tokenized assets: Digital assets and tokenization will continue to gain traction in the industry to their inherent promise of efficiencies. Additionally, a wider variety of real-world assets will be digitized, as well as new asset classes introduced, unlocking new avenues for value exchange and thereby democratizing finance.

These trends will be buoyed by cross-industry innovation gathering pace, as advancements in open and embedded finance continue to blur industry boundaries. Financial services providers will need to invest in cutting-edge engineering capabilities to stay ahead of the curve.

TechnoVision 2025: Financial Services offers a comprehensive, industry-focused roadmap for businesses looking to thrive in this rapidly changing environment. This expert-curated playbook provides actionable insights to help organizations make informed technology decisions and drive successful transformation. 

Retailers and brands are navigating a landscape shaped by rapid market shifts, emerging technological advancements, and evolving consumer expectations.

These forces are converging to create both significant challenges and immense opportunities in 2025.

With so many changes happening simultaneously, the question is: Where should brands and retailers prioritize their efforts to make the greatest impact? The key lies in understanding what truly matters to today’s consumers.

That’s the driving force behind our annual consumer study, aptly named What matters to today’s consumer. Now in its fourth year, this global survey of 12,000 shoppers offers brands and retailers crucial insights into consumer preferences and behaviors—helping them align their strategies to meet shifting demands.

This executive summary highlights the most important takeaways from our research and outlines actionable steps brands and retailers can take to adapt to the dynamic market, evolving technology, and changing consumer mindset.

In 2025, what once seemed like science fiction is now shaping the shopping experience. Generative AI is transforming search, social media is evolving into a transaction-driven space, and everyday individuals—better known as influencers—wield remarkable influence over consumer choices. In this shifting landscape, brands and retailers must recognize that the line between browsing and purchasing is increasingly blurred. The so-called “pre-shop” phase isn’t just where interest is sparked—it’s where buying decisions are made and customer loyalty is cultivated.

While influencers continue to gain prominence, our research shows that brands and retailers still play a crucial role in guiding the shopper’s journey. In fact, consumers are receptive to their input—53% express interest in personalized in-store ads, while more than two-thirds notice advertisements on retailer websites and apps when searching for products.

The key to both winning the pre-shop phase and maximizing the effectiveness of in-store and online retail media is data-driven personalization. Whether through tailored social campaigns, AI-driven recommendations, or highly targeted retail media network ads, brands and retailers must harness their data to anticipate customer needs and provide individualized shopping experiences.

This imbalance underscores the urgent need for retailers and brands to reduce operational costs. At the same time, they must rethink the supply chain not just as a cost-saving function, but as a competitive differentiator. In other words, supply chain innovations should not only streamline expenses but also enhance the customer experience and reinforce brand value.

Generative AI is emerging as a key tool to drive both cost reduction and experience improvements. For instance, our report highlights Amazon’s AI-powered real-time vehicle routing, which dynamically adjusts for traffic, load weight, and customer preferences. Meanwhile, Zara is using AI-driven algorithms to analyze trends and predict popular styles, helping them significantly shorten design and production cycles.

As the retail industry leans further into AI, it’s important not to overlook other cost-effective and widely available technologies. The price of RFID, for example, has dropped considerably, making it a viable solution for inventory management and production planning, even for lower-cost items like fresh groceries or household essentials. Additionally, advancements in computer vision and sensor technology offer retailers new ways to cut labor costs, enhance efficiency, and reduce waste and shrinkage.

The growing influence of the conscious consumer is evident across industries. For instance, our report highlights Carrefour’s use of dynamic pricing to combat food waste—a strategy that is increasingly being embraced by top grocers, making waste reduction a necessity rather than an option.

Beyond grocery, the push toward a circular economy is gaining traction. Retailers like IKEA are introducing upcycling programs to create resale opportunities for used furniture, while in the luxury sector, major fashion houses are acknowledging the shift toward second-hand shopping as a preferred choice for many consumers.

Conclusion

By 2025, simply selling products won’t be enough for brands and retailers. They must deliver engaging experiences—ones that align with consumer expectations, foster trust and loyalty, and respond to shifting market demands. In this evolving landscape, brands and retailers must meet consumers wherever they choose to engage—whether that’s on TikTok, in a virtual fitting room, inside a physical store, or within the metaverse—leveraging shopper behaviors and preferences to continuously refine their strategies. The challenge isn’t just to react to change, but to actively shape it by gaining a deep, data-driven understanding of who today’s consumers are and what truly matters to them.

About the research 

What matters to today’s consumer is an annual research report published by the ÎÚÑ»´«Ã½ Research Institute (CRI) that tracks and analyzes evolving purchasing patterns and preferences based on a global survey of over 12,000 consumers aged 18+ across 11 countries in North America, Europe, and Asia-Pacific. Now in its fourth edition, this report explores seven key consumer trends within the consumer products and retail industry: the impact of Generative AI on the shopper experience; consumers’ growing preference for sustainable products and changing food habits; the ongoing cost-of-living crisis; how social commerce is reshaping consumer behavior; the rise of personalized advertising powered by retail media networks; the criticality of delivery and fulfillment; and what drives consumers to switch brands. The report also offers practical and actionable insights for how retailers and consumer brands can adapt, evolve, and excel to capitalize on these trends and meet the needs of today’s shoppers.

For more information and insights, download the free report here.