Transforming Telcos with Artificial Intelligence
To survive, and thrive, in the new reality, telecom companies must put artificial intelligence at the heart of their digital transformations.
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.
Industrial players have no time to lose. They need to catch up in digital by committing to a dramatic transformation.
Don’t hunker down and wait for a return to the past. Here are eight practical measures companies can take to sense, exploit, and shape the postcrisis reality.
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.
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 >>
How should companies think about use cases that are distant, unknown, or do not yet exist?
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.
B2B companies need a plan for IoT and other enterprise data privacy.
What the story of one woman's cancer cells, which have fueled 70 years of medical R&D, portends for data collected from the Internet of Things.
Policy and politics stand between a macroeconomic shock and a structural regime break.
The coming recession will take different shapes in different countries. Structural resilience and innovation—in medicine and policy making—will be key.
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.
