Technology

Report: Companies Need a New Playbook to Unlock the Value of AI Agents

Published

2 days ago

September 24, 2026

New five-stage framework shows how business, HR, technology, and finance leaders can deploy agentic AI for measurable gains

NEW YORK, Sept. 24, 2026 /PRNewswire/ — As AI agents move beyond experimentation, companies must decide not just where to deploy them, but how work itself should change.

A new report from The Conference Board offers a five-stage framework for redesigning work around AI to produce measurable business value. The framework draws on interviews, focus groups, and hands-on research with senior HR, talent, and AI leaders.

The stakes are rising as AI investment accelerates. In The Conference Board C-Suite Outlook 2026, 43.6% of executives identified AI and technology as an investment priority, more than any other investment choice. But capturing value requires more than buying tools or launching pilots. Leaders must decide on the desired business outcomes, determine how work will be divided between people and AI, put the right governance in place, measure results, and decide how any gains will be used.

“AI agents can complete more and more work, but capability alone doesn’t create value,” said Allan Schweyer, Principal Researcher, Human Capital, The Conference Board. “Companies need to know what outcome they’re trying to improve, what the agent should—and shouldn’t—do, and whether the redesigned process actually performs better. Otherwise, more automation can simply mean doing the wrong work faster.”

The report outlines five stages:

1. Start with the desired business outcome.

Identify the outcome the organization wants to improve first, then determine where AI agents can add value.Avoid deploying agents simply because the technology is available.

2. Redesign and allocate work before deploying agents.

Break workflows down task by task to determine what AI should handle, what people should handle, and where they should work together.Consider quality, judgment, accountability, the consequences of errors, employee impacts, and customer value.People should remain accountable for the results, even when agents perform work autonomously.Deliberately redesign the human role, including the skills, training, job level, and potentially compensation required for the work that remains.

3. Build the infrastructure, governance, and budget agents require.

Leaders need to account for data, permissions, controls, monitoring, maintenance, and human supervision.The full cost of operating an agent can extend well beyond vendor or model fees. In one illustrative model, direct AI-model use represented just 9.4% of an agent’s recurring monthly cost.

4. Measure what people and agents produce together.

Track whether redesigned work improves quality, speed, cost, or other business outcomes, not simply whether an agent completed a task.Time freed by AI should not automatically be counted as a financial gain; the organization should first demonstrate how that time was used and what measurable result it produced.The report recommends distinguishing among three types of gains:Cash savings: Spending that actually disappears, such as overtime, contractor costs, or other expenses.Avoided future costs: Planned spending or hiring that is no longer required.Higher-value work: Employee time redirected to other work that produces a measurable result.

5. Decide where the gains go.

Verified gains can reduce costs, help organizations handle more work without equivalent hiring, support reinvestment, or deliver benefits to employees and customers.Leaders should clearly communicate how those gains will affect jobs, staffing, and employees.

Protect early-career talent pipelines.

When AI takes over routine work, organizations risk eliminating tasks through which employees traditionally build judgment and experience.Leaders should replace that learning deliberately through mentoring, rotations, supervised practice, and progressively more complex work.

HR and IT need to work together.

IT may own the technology, but HR should help shape roles, skills, staffing, training, and change management wherever AI alters how work gets done.

“Agentic AI is not simply an IT initiative, nor is it solely an HR initiative,” said Diana Scott, US Human Capital Center Leader, The Conference Board. “Business leaders need to own the outcome, technology needs to provide secure and dependable tools, finance needs to test the economic case, and HR needs to ensure roles, skills, staffing, and employee experience evolve along with the technology.”

This research was produced in collaboration with SkillsRight, a nonprofit organization that aligns workforce strategy, organizational capability, and change management to help employers translate skills-first commitments into scalable systems, practices, and talent pipelines.

About The Conference Board
The Conference Board is the global, Member-driven think tank that delivers Trusted Insights for What’s Ahead®. Founded in 1916, we are a nonpartisan, not-for-profit organization.
TCB.org l Learn about Membership

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SOURCE The Conference Board

Technology

Tecpinion Launches Sweepstakes Industry Analysis Report 2026, Covering Market Insights, Growth, Regulation, Technology and Industry Future

Published

3 hours ago

September 26, 2026

Tecpinion’s 2026 report examines U.S. sweepstakes growth, rules, technology and future scenarios.

MIAMI, Sept. 26, 2026 /PRNewswire-PRWeb/ — Tecpinion, a GLI-19 iGaming platform provider delivering technology solutions across iGaming, sweepstakes, prediction markets and other digital gaming verticals, today announced the launch of its new industry report, “Sweepstakes Industry Analysis 2026: Market Dynamics, Trends & Forecast.”

Sweepstakes industry Report 2026 – Latest Insights into Market Growth, Regulation, Technology and the Future of the sweepstakes/social Industry

The report is designed not only to examine where the sweepstakes industry stands today, but also to share practical market insights and contribute to a more informed industry conversation as the sector continues to evolve.

The research provides a detailed assessment of the U.S. sweepstakes ecosystem, covering market structure, consumer behaviour, business economics, regulation, technology, payments, customer acquisition, competitive dynamics and the 2026–2030 outlook. It spans 16 analytical sections, five market segments and 12 U.S. states, supported by nine strategic exhibits and 21 primary, regulatory, standards and company sources.

As the industry moves from experimentation toward greater professionalisation, the report highlights a shift in competitive priorities. Launch speed alone is becoming less important as operators increasingly need to balance customer acquisition, retention, payment reliability, fraud prevention, promotional costs, regulatory requirements and consumer trust.

A Sneak Peek at the Report

One of the report’s key observations is that a single official market-size figure cannot accurately capture the sweepstakes industry. Different estimates can cover very different segments. Rather than presenting an unsupported headline number, the report takes a segmented, scenario-based approach to understanding the market.

The report identifies five key segments: promotional sweepstakes, social casino, sweepstakes casino, prize-based gaming and B2B sweepstakes technology.

Technology is also becoming a major competitive layer. Modern platforms increasingly depend on PAM, payments, identity and age verification, geolocation, fraud detection, CRM, analytics, game aggregation and security. The report also explores practical AI applications, including LTV prediction, churn analysis, player segmentation, fraud detection, forecasting and customer support.

Regulation remains another defining factor. The report assesses 12 U.S. states, examining regulatory attention and legislative activity while highlighting the importance of jurisdiction-specific analysis.

Looking ahead, the report presents four 2026–2030 scenarios – professionalisation, high growth, regulatory constraint and technology-driven growth, and explores how regulation, technology, payments, trust and customer economics could shape the industry’s next phase.

Knowledge Sharing at the Core

For Tecpinion, the report is also about sharing knowledge, not just presenting data.

“We believe the industry grows stronger when knowledge is shared. Sweepstakes is evolving quickly, and operators and technology providers are facing many of the same questions around regulation, technology, payments, customer acquisition, trust and long-term sustainability. By sharing our research and observations, we want to contribute to a more informed industry where businesses can learn from one another, innovate responsibly and build for the long term.” said [Manoj Trivedi, Co-Founder & CSMO, Tecpinion].

The publication forms part of Tecpinion’s broader commitment to industry research, thought leadership and knowledge sharing across the evolving digital gaming ecosystem.

Access the Full Report

The full “Sweepstakes Industry Analysis 2026: Market Dynamics, Trends & Forecast” is now available for operators, technology providers, affiliates, investors and industry professionals looking to understand the trends, challenges and opportunities shaping the market.

👉 [Explore the Full Report]

About Tecpinion

Tecpinion is a GLI-19 iGaming platform provider delivering technology solutions across online casino, sportsbook, sweepstakes, prediction markets, social gaming and emerging gaming verticals. Its offerings include full source code, iGaming platform development, PAM, game aggregation, payment solutions, KYC, geolocation, fraud prevention, CRM, bonuses and promotions, affiliate management, analytics, responsible gaming, security and compliance technology.

Media Contact:

Visit us on social media:
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Media Contact
Manoj Trivedi, TECPINION, 91 9926504499, sales@tecpinion.com, https://www.tecpinion.com/

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SOURCE TECPINION

Technology

Agoda Unveils 2026 Return Visitor Ranking: Tokyo Is Asia’s Most Revisited City

Published

8 hours ago

September 26, 2026

SINGAPORE, Sept. 26, 2026 /PRNewswire/ — Digital travel platform Agoda has unveiled its latest Repeat Visitor Ranking, highlighting the top 10 destinations across Asia that keep travelers coming back for more. Based on bookings made during the first half of the year, Agoda reveals that Tokyo has claimed the top spot for the first time, overtaking Bangkok. Rounding out the top five are Bali—ranking third place for the first time—followed by Seoul and Osaka. Da Nang, Kuala Lumpur, Fukuoka, Taipei, and Johor Bahru complete the top 10 list.

Some destinations have a way of calling travelers back for more. The chance to discover new attractions, revisit fond favorites, or simply enjoy the familiar surroundings keeps travelers booking again and again. Agoda’s data shows that these beloved places often attract repeat visits, with some travelers returning multiple times in just the first half of the year.

Tokyo’s rise to number one reflects its unique ability to offer something new with each visit, from seasonal spectacles like cherry blossoms to hidden neighborhoods and an unmatched culinary scene. Bangkok, ranking second, continues to captivate with its unparalleled wellness experiences, world-class dining, and cultural landmarks. Bali’s climb to third place underscores the island’s magnetic appeal with its irresistible beaches, spiritual retreats, and lush landscapes that enchant travelers time and again.

This year’s ranking also reveals the rising appeal of Japan and Vietnam as increasingly popular places people love to revisit. Beyond Tokyo’s ascent to the top, Fukuoka has entered the top 10 for the first time at number eight, signaling travelers’ desire to explore beyond Japan’s traditional tourist hubs to experience Fukuoka’s renowned ramen culture and laid-back atmosphere. Meanwhile, Vietnam’s Da Nang has climbed two spots to sixth place, with its stunning beaches, proximity to UNESCO sites like Hoi An, and excellent value drawing visitors back repeatedly.

Andrew Smith, Senior Vice President, Supply at Agoda, shared, “Asia is home to so many destinations that are worth revisiting, and what we’re seeing is that travelers are building relationships with their favorite cities. The shift with Tokyo’s rise to number one and destinations like Fukuoka and Da Nang gaining ground show that travelers are finding new reasons to return, whether it’s seasonal attractions, undiscovered neighborhoods, or simply great food. At Agoda, we’re here to make those return trips easy and rewarding.”

For travelers looking to revisit their favorite destinations or discover new ones, Agoda offers over 6 million holiday properties, more than 130,000 flight routes, and over 300,000 activities, all of which can be combined in a single booking. Visit the website at www.Agoda.com or download the mobile app for the best deals.

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SOURCE Agoda

Technology

FDIC Appoints Sunwest Bank as Nano Banc’s Acquiring Institution

Published

9 hours ago

September 26, 2026

IRVINE, Calif., Sept. 25, 2026 /PRNewswire/ — Sunwest Bank has acquired Nano Banc of Irvine, California in an FDIC-assisted acquisition. The Federal Deposit Insurance Corporation (FDIC) accepted receivership of Nano Banc from the Department of Financial Protection and Innovation (DFPI), which closed Nano Banc on Friday, September 25th. The FDIC subsequently entered into an agreement with Sunwest Bank, under which Sunwest agreed to acquire substantially all the deposits and a portion of assets of Nano Banc. The assumed deposits total approximately $605 million and assumed loans total $227 million.

Nano Banc customers will have immediate access to their deposits. Over the weekend, they can access their deposits by writing checks, using ATMs or through their debit cards. Checks drawn on Nano Banc will continue to be processed. All loan customers should continue to make their payments as usual. The former Nano Banc will reopen as Sunwest Bank on Monday, September 28th.

“We are honored to once again to be selected by the FDIC as the acquiring institution of an FDIC-assisted acquisition, marking the sixth time Sunwest Bank has completed such a transaction,” said Carson Lappetito, President and CEO of Sunwest Bank. “This opportunity reflects the financial strength, disciplined management, and stability that have defined Sunwest Bank for more than five decades. We are excited to welcome Nano Banc’s customers to Sunwest and show them the high-touch service, advanced technology and sophistication we offer to our clients.”

Customers with questions should contact the FDIC toll-free at 1-866-314-1744 or visit the FDIC Website at FDIC.GOV. This phone number will be operational this evening until 8:00 p.m., Pacific Time (PT); on Saturday from 9:00 a.m. to 5:00 p.m., PT; Sunday from noon to 12:00 p.m. to 4:00 p.m., PT; Monday from 8:00 a.m. to 5:00 p.m., PT, and thereafter, weekdays from 8:00 a.m. to 4:00 p.m., PT.

About Sunwest Bank

Founded in 1969, Sunwest Bank is a privately held commercial bank with over $5.0 billion in assets. With a growing presence throughout the United States, Sunwest is headquartered in Sandy, Utah, with offices across California, Arizona, Idaho, Colorado, Utah, and Florida. The bank partners with businesses,

individuals, and entrepreneurs nationwide to deliver leading banking services including technology forward treasury management, commercial and real estate lending products, and corporate financial solutions.

With a strong capital position and a commitment to innovation, Sunwest Bank continues to challenge traditional banking models through forward-thinking initiatives designed to support its clients’ growth and long-term success. Sunwest Bank operates with a Fortress Balance Sheet, long-term outlook, and has an impeccable track record of supporting their clients through all economic cycles.

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SOURCE Sunwest Bank