How to shape the future of AI in consumer products

Such changes on the horizon because of AI range from steady evolution to transformative change, and from a cautious recalibration to a concentration of market power. This is not merely a thought experiment; companies that translate AI’s abstract potential into tangible products, business models and operational methods will emerge as leaders.

Future #1: Transform

Here, AI shatters the hype and reinvents society as a whole: how we live, how we work and how we shop. Agentic systems anticipate consumer needs, design products around them and run operations end to end. Consumers expect seamless, predictive experiences — and brands that cannot deliver disappear. The winners are those bold enough to rebuild their entire value chain around AI, re-engineering how products are made, moved, marketed and sold.

Future #2: Growth

AI delivers – not explosively, but reliably. Agents drive greater productivity by autonomously handling routine tasks so that operations are scaled cost-effectively, while humans shift to higher-value roles in strategy and creativity. Consumers enjoy smarter personalization. The winners are companies that scale AI across the value chain from sourcing to service while still strategically leveraging the best of what humans can offer.

Future #3: Constraint

AI stalls as energy demands spike and regulations strangle progress. Returns on investment underwhelm and progress slows to a crawl. Consumers grow skeptical of the mechanical sameness of AI, and luxury goods boast “Not Made by AI” labels. The winners are brands that double down on human creativity and trust, optimizing traditional value chains while signaling authenticity at every touchpoint.

Future #4: Collapse

AI promised transformation but delivered exclusion. A handful of mega corporations control its benefits while for most, AI simply does not work. Models are inaccessible, data is locked, and talent is out of reach. Innovation has stalled. The majority are left with hype and no results. AI has not democratized progress. It has concentrated it.

Rather than waiting for clarity, leaders should act now, anchoring their AI strategy in a structured, scenario-based approach that supports long-term value creation.

We recommend a six-step process:

To help organizations move from possibility to preparedness, we’ve developed EY.ai.Consumer — a tailored approach that combines this six-step framework with a library of reusable assets, accelerators and sector-specific insights. It is designed to help consumer products companies navigate the Four Futures with confidence, turning AI ambition into measurable outcomes. Whether the goal is to reimagine customer experience, optimize operations or modernize core systems like ERP and GBS, EY.ai.Consumer provides the structure and tools to get there faster.

Conclusion: From possibility to preparedness

The future of AI in consumer products is not a single destination — it is a spectrum of possibilities. Whether we are heading toward transformation, growth, constraint or collapse, the companies that lead will be those that prepare for all four.

By envisioning multiple futures, building foundational readiness and scaling responsibly, organizations can move from abstract potential to concrete action. The six-step process outlined above provides a structured path forward, one that balances ambition with operational reality.

To guide this journey, leaders should ask:

• How can AI amplify and drive the most business value across our value chain?
• What gaps exist in our data, talent and technology foundations and how do we close them?
• How should we evolve our core systems, including ERP and Global Business Services, to scale AI effectively?
• How can AI enable smarter, more personalized consumer experiences?
• What governance and risk frameworks are needed to ensure responsible implementation?

One area of growing importance is agentic AI — systems that act autonomously on behalf of users or businesses. These technologies offer significant opportunities to unlock operational efficiency and agility, particularly in ERP systems and the evolution of Global Business Services. These themes are explored further in other articles in this series and represent critical levers for long-term transformation.

The future may be uncertain, but the opportunity to shape it is very real. The companies that act now — guided by foresight and grounded in strategy — will be the ones shaping what comes next.