Deploying AI to Maximize Revenue
Companies must use AI not only to cut costs but also to generate more revenue by improving forecasting and making decisions in real time.
Companies must use AI not only to cut costs but also to generate more revenue by improving forecasting and making decisions in real time.
To survive, and thrive, in the new reality, telecom companies must put artificial intelligence at the heart of their digital transformations.
For the large firms, working closely with the EU means avoiding a stalemate and gaining long-term competitive advantage.
Its leaders must quickly implement policy reforms that will enable EU companies to deploy AI at scale.
BCG Henderson Institute
The BCG Henderson Institute is the Boston Consulting Group’s think tank, dedicated to exploring and developing valuable new insights from business, technology, economics, and science by embracing the powerful technology of ideas.
Leading Companies in a Contradictory World
What is the secret to good decision making when reality clashes with the traditional way of doing things?
Survival is top of mind today for many companies, but thriving is the long game. That calls on leaders to respond to a new environment, a new customer, and heightened societal expectations. Here are five imperatives for adapting to and shaping the post-COVID world.
Shifts in global supply chains, changing consumption patterns, and the increasing prevalence of remote ways of working—trends that were underway long before the COVID-19 crisis—will accelerate. AI can help companies thrive in this new environment.
Western governments planning for the economic rebound should look to the East. Businesses will need to both support government actions and enhance trust for employees, customers, and value chain partners.
Imagination—the capacity to create, evolve, and utilize the unknown—is the crucial factor in shaping our new environment.
COVID-19 and the New Leadership Agenda
The COVID-19 outbreak underscores the need to be resilient in the face of transformative global risk.
Super-power Rivalries Exacerbated by Coronavirus Pandemic Offer India an Opportunity Super-power rivalries will create opportunities to replace China as a major supplier to the US and Japan. But first, we must survive. We can then re-imagine and thrive. Read the post >>
To Survive an Unprecedented Crisis like Coronavirus, Companies Need Wartime Leaders This particular crisis requires very different problem-solving approaches… Currently, we are in an ambiguous period, where we may see a resurgence of the disease, we need adaptive thinking. In the post-coronavirus world, we will need creative thinking. What we need now are ambidextrous leaders. Read the post >>
Advanced capabilities, emerging technologies, and new organizational models are required—but the value upside is tremendous.
How should companies think about use cases that are distant, unknown, or do not yet exist?
If companies are not willing to share their data, ecosystems die on the vine.
Data and data sharing are at forefront of the response to the novel coronavirus.
Innovation versus privacy leads the list of challenges as cities seek to boost intelligence and insight.
A misguided focus on debt levels could spawn an ill-timed emphasis on fiscal rectitude in politics that would threaten our fragile recovery.
We’re not out of the woods yet, but a closer look at the particularities of this crisis reveals opportunities for the future.
Policy and politics stand between a macroeconomic shock and a structural regime break.
A single number cannot credibly capture COVID-19’s economic impact, and a single approach will not resolve all the vast implications of the disease, argue BCG's Philipp Carlsson-Szlezak and colleagues on hbr.org.
The 1986 Challenge space shuttle explosion provides important lessons on data analysis and management decisions when using predictive models during COVID-19.
Revolutionary tech advances, the changing paradigm of training, and the rise of the bionic company demand radical rethinking of the corporate L&D function.
How much impact do CEOs have on their firms? What differentiates top-performing CEOs? New research on the tenures of 7,000 CEOs worldwide reveals how much and how they affected their companies’ performance trajectories.
What do leaders really need to do—what really needs to change—as they transform their companies to become bionic in the post-COVID world?
COVID-19 is shaping up to be transformative to public health and the economy. On hbr.org, Martin Reeves, chairman of the BCG Henderson Institute, and colleagues explain why resilience continues to be the best answer to uncertainty.
