领导者的数字化价值之路
数字化最成熟的企业在价值创造方面领先于其它企业，事实也证明了这些企业在危机期间更具韧性。BCG发现，有四个加速器与这些企业将战略转化为成果和市场主导地位的能力密切相关。
数字化最成熟的企业在价值创造方面领先于其它企业，事实也证明了这些企业在危机期间更具韧性。BCG发现，有四个加速器与这些企业将战略转化为成果和市场主导地位的能力密切相关。
BCG长期对中国银行业市场进行深入研究，携手平安银行联合发布《中国开放银行白皮书2021》，旨在探讨秉承“银行即服务”的初心，应运而生的开放银行如何在中国助力商业银行拥抱数字化与生态伙伴合作共赢。
新冠疫情的蔓延肆虐进一步增添了云服务的必要性。企业需要根据明确的业务目标制定行动计划，全面释放云服务的巨大潜力。
Digital journeys often stall before generating significant value. But leading companies use five bionic boosters to maintain their transformation’s momentum.
Compared with cloud computing, competing at the edge requires a more complex set of skills and capabilities. So today’s winners may not be tomorrow’s.
With so much at stake, why do so many companies fail?
Inspired collaborations among educators, business, and policymakers to close the K-12 digital divide are paving the way for a brighter postpandemic future for US education.
Participating in a digital ecosystem is quickly shifting from optional to imperative. Use this tool to assess your company’s DE strategic maturity and readiness and to benchmark its capabilities and potential against competitors.
Artificial intelligence has the potential to reduce companies’ greenhouse gas emissions and cut costs by monitoring their carbon footprint and then reducing it through increased efficiency.
Once a futuristic vision, the bionic company is here. Leading companies in multiple industries are combining the strengths of humans and technology to create superhuman—bionic—capabilities.
No one can afford to sit on the sidelines as this transformative technology accelerates toward several critical milestones. It's time to plan when and where to place your bets.
Established robotics companies must counter startups that are innovating in areas with the potential to generate high profits and alter the dimensions of the industry.
Hydrogen is on the verge of becoming instrumental in the fight against climate change—and providing a $200 billion revenue opportunity for machinery makers.
The impact of the next big surge of innovation will be felt everywhere.
Many companies want to apply AI to improve their processes. Those that focus first on pricing tend to get better results faster.
Platform-based organizations are in the best position to master the intertwining of technology and people that is vital to becoming a bionic company.
Unleashing the Data Economy
Advanced capabilities, emerging technologies, and new organizational models are required—but the value upside is tremendous.
Female leaders in technology reveal what companies—and women themselves—can do to expand gender diversity in tech leadership.
Companies can create the workforce they need—and increase the number of women in STEM leadership roles—by offering women more opportunities to build their skills.
Six steps can help insurers build a robust balance of technology and human enablers to ensure short-, medium-, and long-term success.
Our business review approach relies on annual and quarterly business reviews as a framework to balance alignment with autonomy.
Companies must begin treating the department as a strategic business partner instead of a service provider—fundamentally changing their mindset.
By supporting this critical part of the workforce while the crisis persists, companies create goodwill that will carry over when better times return.
Beyond Great
How to build sustainable business advantage in a world where great is no longer good enough.
AI can help governments deliver smarter policies, enhance services, and operate more efficiently. To make implementation succeed, policymakers need to learn from the leaders.
By investing in the cloud, data, and analytics, institutions can improve student success, operational efficiency, and innovation in research and learning.
In recent years, the industry has dabbled in artificial intelligence applications, with disappointing results. But as companies look to the postpandemic future, AI’s time has arrived.
These essential actions weave digital capabilities into each phase of the launch journey.
Fully integrating human and digital capabilities in the finance function entails a journey best done in three stages: ignite, professionalize, and scale and sustain.
Clear signposts point to a different type of journey for financial institutions.
