James Lowry has devoted most of his professional life trying to bring corporations and minority communities closer together. While Lowry views many of the corporate diversity efforts in the 1960s and 1970s as charity, he says companies are finally starting to create business-driven initiatives supported with resources and leadership commitment. Lowry talks about how corporations and communities alike benefit from supplier diversity, leadership diversity, financial inclusion, racial equity, and minority business enterprises. He also looks back at that a career that spans volunteering in the Peace Corps, working with Bobby Kennedy in Bedford-Stuyvesant, a troubled Brooklyn neighborhood back in the 1960s, and roaming the corridors of corporate power.  

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Artificial intelligence has generated both business rewards and reputational risk for companies. Consumers and customers have legitimate concerns over the use of AI in business. The best way to address those concerns, says Steven Mills, the chief AI ethics officer for BCG X, is to develop responsible AI principles that set forth how organizations will and will not deploy AI—and what they will do when they fall short of these principles. By working closely with employees, consumers, and customers on these principles, organizations can generate confidence with these key stakeholders. This approach is valuable whether or not governments adopt regulations governing the use of AI.

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In 2011, venture capitalist Marc Andreessen famously declared that “software is eating the world,” meaning it would disrupt traditional industries. Alex Koster, who leads BCG’s automotive technology and software business, explains just how fundamentally software is altering an industry, whose main product, the car, has changed relatively little in 100 years. In self-driving vehicles, for example, the cabin will offer an immersive experience for riders. Besides the consumer experience, the rise of electric and self-driving cars will likely encourage cooperation between the auto and tech industries and force cities to reimagine the role of streets and public space.

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Three decades after the development of the commercial Internet, nearly half the world’s 8 billion people do not have access to high-speed Internet. For Vaishali Rastogi, BCG’s global leader of its technology, media, and telecommunications practice, closing this gap is an economic, social, and moral imperative. It’s also personal, a reflection of her broader interest in inclusion. For the past 30 years Vaishali has trailblazed a professional career in Asia as a woman, and she now works in industries where women remain minorities.

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Over the past 20 years, assets under management of financial firms have nearly quadrupled to more than $110 trillion, powered by the growth in equity values. Dean Frankle—who leads BCG’s asset and wealth management in Western Europe, South America, and Africa—foresees a more textured and nuanced future for the industry. Alternative asset classes, such as toll roads and other infrastructure, could account for up to half of the industry’s revenue. Passive investing will continue its growth as the emergence of personalized indexes takes hold. And climate and sustainability will increasingly shape investment decision-making.

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Linear thinking is valuable when the environment is relatively stable and familiar. But in uncertain economic times, executives also need to think expansively about the future, analyzing a range of potential scenarios. Alan Iny discusses how executives can prepare for uncertainty rather than be overwhelmed by it.

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COP27, the global climate conference in Egypt, represented a mix of accomplishments and frustrations. Wealthy nations agreed to establish a fund to help pay for the loss and damage that their emissions have imposed on poor countries in Africa and elsewhere.

And yet the current levels of emissions from the North remain stubbornly high, and will continue to affect nations in the South. Several members of BCG’s COP27 delegation discuss what the conference means for Africa—the need for resilient infrastructure and communities, the need for the private sector to do more, and the dangers that both climate change and climate action impose on women.

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We often hear that the climate transition must also be a just transition. But how can we make that happen when, for example, coal remains both the largest source of energy in the world and a source of steady income for miners in many countries? Keshlan Mudaly, a BCG principal in Johannesburg, South Africa, unpacks the many tradeoffs and dilemmas that confront public and private leaders in their quest to lower carbon emissions.

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It’s 2050 and we’re exploring how the world radically reduced carbon emissions and saved itself from climate catastrophe. What have our cities done to accommodate massive population growth? And how do businesses, governments, researchers and everyday people work together to build sustainable supply chains, agricultural practices and transportation infrastructure?

This is Climate Vision 2050, a new podcast series from BCG.

In an exclusive peek at episode 1, energy islands around the world power our societies in 2050, each with hundreds of offshore wind turbines. In this episode, we travel alongside offshore technician Sofia Rojas to the North Sea energy island; one of the oldest. Sofia must investigate and fix an anomaly detected through the island's AI interface known as SAILOR.

Full series launching 2023.

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How well will the world adapt to ever more extreme climate events? To date most government and business leaders are focusing on climate mitigation at the expense of climate adaptation. Charmian Caines, a senior partner at BCG, argues that they must do both. They should build scenarios assessing the economic, social, and natural damage of rising temperatures and develop financial and operational plans to combat rising sea levels, raging fires, and other extreme weather events.

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