
How to Attract, Develop, and Retain AI Talent
The market for AI professionals is tighter than it’s ever been. Use these strategies to attract top AI employees—and hold on to them.
VALUE CREATION STRATEGY AND SHAREHOLDER ACTIVISM DEFENSE
Our 25-year retrospective finds that long-term value creators excel by driving growth through innovation, differentiation, and self-disruption.
FINANCIAL INSTITUTIONS
In just two short decades, fintech has exploded onto the financial scene--with more dynamic growth to come.
BUILD FOR THE FUTURE
To build for the future, management teams need to embrace generative leadership and focus on the head, heart, and hands of the organization.
SUPPLY CHAIN MANAGEMENT
Companies often struggle to match decision-making speed with changing dynamics. That’s why a decision-led approach to end-to-end planning transformation is key.
CITIES OF THE FUTURE
As demand for office space plummets, building owners, lenders and city officials must work together creatively to avoid a downward spiral in property values and local economies.
We are entering a period of generational change in artificial intelligence. Until now, machines have never been able to exhibit behavior indistinguishable from humans. But new generative AI models are not only capable of carrying on sophisticated conversations with users; they also generate seemingly original content. To be an industry leader in five years, you need a clear and compelling generative AI strategy today.
The market for AI professionals is tighter than it’s ever been. Use these strategies to attract top AI employees—and hold on to them.
Large language model-powered virtual assistants are about to get between traditional companies and their customers, forcing executives to make tough choices sooner than expected.
Proposals for regulating AI are picking up speed, yet organizational readiness has yet to gain traction. With a responsible approach, companies can ensure compliance—and create value.
Collaborating with AI startups or scale-ups to overcome technology gaps, skills deficits, and obsolescent ways of working can yield immense benefits for incumbent companies.
Avoiding the most devastating impacts of a warming planet demands a step change. But while the task ahead is significant, there are signs that a fundamental shift to mitigate climate change is well underway. Changes to address climate concerns and broader threats to the natural world are sweeping every industry. The early-movers are reimagining their businesses and capturing value created by the push for sustainability.
The planet’s fresh water systems are in crisis. The way out is to combine traditional infrastructure and nature-based solutions to water management.
To achieve global net zero by 2050, climate technologies need to deploy and scale more quickly. Here’s how companies and investors can make it happen.
Private equity firms can play a critical role in relieving the biodiversity crisis. Investment opportunities abound—but so do the risks of inaction.
At BCG, being green isn’t just about helping companies reduce their carbon emissions— it also means finding solutions for businesses to operate within the safe and just planetary boundaries so that humanity and business can thrive.
BCG Executive Perspectives offer insights on global topics that matter most to leaders in the public and private sectors. Explore these topics and read the latest thinking from BCG's experts.
Leaders face an uncertain landscape. The impact of each decision feels impossible to predict, which is why they need strategies that are proactive, resilient, and competitive. No matter their starting point, BCG can help.
Explore BCG’s podcast library where we share conversations and discussions with experts and global leaders from different industries and capabilities.
BCG’s research reveals six key success factors and the steps companies need to take to drive innovation, gain competitive advantage, and build for the future.
A new breed of end-to-end, third-party platforms can be successfully deployed by wealth and asset managers to help them cut costs and lift revenues.
Using capital expenditures to increase domestic production capacity isn’t the only solution to semiconductor shortages. Instead, chip makers in the US and elsewhere can achieve expansion through productivity improvements.
Most company efforts to reduce expenses fail. Four challenges block the way: two reflecting what costs get cut, and two related to how value is delivered.
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