AI is evolving daily, challenging businesses to adjust and adapt. Vladimir Lukic, global leader of BCG’s Tech & Digital Advantage practice, demystifies what companies need to get right when implementing AI. A shift in mindset can go a long way toward unlocking AI’s potential.  

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Leaders frequently talk about purpose and vision. Too often, these concepts get stuck at the top and do not cascade down throughout the organization. BCG’s David Ritter explains how organizations can unlock latent productivity and creativity by connecting purpose and vision to the day-to-day work of teams.   

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Customers are demanding speed and convenience in their interactions with companies. Technology, especially artificial intelligence, is often better at meeting customer needs than humans. Karen Lellouche Tordjman, leader of BCG’s customer experience work, explains how companies can combine technology and humans to create the most compelling customer journeys and touchpoints.   

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The post–World War II order of free markets, democratic government, and global institutions is breaking apart, argues Nikolaus Lang, who leads BCG’s Global Advantage practice. With the future uncertain, companies should prepare for a range of scenarios that likely involve greater uncertainty and less global trade.  

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Sylvain Duranton helps companies build AI-enabled businesses. As the the global leader of BCG X, he has a front row seat to the generative AI revolution. He discusses the industries likely to face the most disruption, the future of work, and how generative AI can help solve challenges in climate and health. His advice to companies unsure how to get started? Pick a difference-making opportunity; invest adequately; upskill your people; and rethink processes to accommodate generative AI.  (Read more about the risk and reward of generative AI https://www.bcg.com/x/artificial-intelligence/generative-ai.)

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CEOs generally face either economic uncertainty (the Great Recession) or great change (the digital-driven era preceding the pandemic). Today’s leaders are facing both at the same time, explains Rich Lesser, BCG’s chair. While uncertainty requires resilience, change requires evolution. It’s hard to do both. Nonetheless, Lesser sees great potential with the advances in AI but also physical technologies such as synthetic biology. He shares insights from his own discussions with CEOs as well as from BCG's recent survey of nearly 800 global C-suite executives across all industries, CEO Outlook 2023: Caution, Optimism, and Navigating the Road Ahead.

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Companies and banks have often pursued social goals such as financial inclusion as an obligation rather than a business opportunity. Douglas Beal, who leads BCG’s client work with financial institutions on sustainable finance and investing, argues that doing good is also good business. Companies and banks can build profitable, sustainable social business and improve their bottom lines.  

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Financial crime has become big business. The United Nations estimates that 2%–5% of global GDP is laundering every year. If businesses—all businesses, not just banks—are not part of the solution, they are part of the problem, argues BCG’s Hanjo Seibert. Over the past ten years, half of all fines levied in financial crime cases have been regular businesses. Beyond satisfying their legal obligations, businesses can reap other benefits, such as more intimate knowledge of their customers and suppliers. In other words, compliance is good for business.  

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In Indonesia, consumers began mixing together several orders of McDonald’s soft serve ice cream into a dessert mashup. Videos of this quirky development quickly went viral, and the trend spread to Thailand. Rather than worry about losing control over its carefully crafted image, McDonald’s encouraged the activity by creating an online video ad campaign around their customers’ videos. Welcome to the crazy world of shoppertainment, which BCG projects will grow into a $1 trillion market in Asia by 2025.  

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Nadjia Yousif, BCG’s chief diversity officer, explains how an inclusive workforce creates happier employees who are more likely to stay—and she has the numbers to back her up.

Executives and leadership extol the virtues of teamwork. Inclusion is just that—the feeling of being part of something larger than yourself. Nadjia Yousif says that if people feel included, they will be happy, feel a greater sense of well-being, and stick around. This is not fluffy conjecture but a core finding of a BCG survey of 27,000 employees in 16 countries.

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