AI Empowers Employees, Not Just Companies
Our recent survey shows that using artificial intelligence at work benefits both organizations and employees. Increasing employee awareness, trust, and understanding of AI further enhances its value.
RESILIENCE / COLLECTION
Pay attention to immediate risks—but remember to look for the many opportunities to build long-term resilience and advantage. BCG experts describe today’s volatility and how companies can turn from uncertainty to action.
DIVERSITY, EQUITY, AND INCLUSION / REPORT
The US care economy is broken. Getting it right is vital to economic prosperity and societal well-being.
CUSTOMER INSIGHTS / SLIDESHOW
Here’s what matters most to consumers—and what brands and retailers should be focused on—as we enter the biggest sales event of the year.
CONSUMER INSIGHTS / SLIDESHOW
In an “Upside Down” economy marked by incipient recession and high inflation but also good employment numbers and strong consumer confidence, how will individual consumers’ behavior play out? Our survey indicates that they see “Trouble” but insist “I Will Survive.”
BUSINESS STRATEGY / COLLECTION
BCG has published a mergers and acquisitions report—covering M&A activity by year, the current state of the M&A market, and perspectives on deal-making trends—annually since 2003. Explore the full series, including the latest BCG M&A report, here.
It has never been clearer that companies need to be able to learn quickly, be more resilient to shocks, and adapt in the face of adversity. There is an accelerated need for companies to become bionic—not simply to make standalone digital improvements, but to intentionally combine human and technological capabilities.
Our recent survey shows that using artificial intelligence at work benefits both organizations and employees. Increasing employee awareness, trust, and understanding of AI further enhances its value.
Your digital infrastructure probably generates more carbon emissions than you think—and AI may make it worse. It’s time for sustainable software.
How can deep tech help companies stay profitable while becoming sustainable? The answer lies in a combination of advanced technology and new business models.
Cloud FinOps helps companies manage and get more value from their cloud spending. Getting it right requires robust change management.
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. Change is sweeping every industry as companies reimagine how to incorporate sustainability into business.
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?
These strategic steps can help companies in developed and developing countries alike realize their decarbonization commitments.
A survey of organizations worldwide reveals that they are making little progress in measuring and reducing emissions. To move forward, companies need digital tools, leadership support, and policy incentives.
Soon, companies will be required to report and act on a much broader group of nature-related risks than climate change alone. Is your company ready?
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.
At COP27, public- and private-sector leaders united in Egypt to seek solutions alongside BCG, the exclusive COP27 consulting partner.
Our annual assessment of chemical companies’ TSR shows steady growth from 2017 to 2021, daunting turbulence so far in 2022, and viable strategies for recovering.
Many of the original architects of digital disruption are slowing down, squeezed between a new class of digital incumbents that are gaining traction and a younger crop of speedy digital innovators. To get back on track, they need a renewed focus on the factors that drove their initial success.
Global preeminence in this critical industry sector is not guaranteed. What are the risks to US leadership, and what steps should it take if it aims to defend its position?