BCGが読む経営の論点2025
不確実性の高い時代、企業リーダーにとって、世界的な潮流を読み取ることは自社の戦略の方向性を定めるうえで欠かせません。本書は、今後10年先の事業環境を見据え、2025年時点で優先的に検討すべきとBCGが考える経営上の重要論点を提示しています。
AIで競争優位性を構築するには、価値を創出できるよう意思決定とオペレーションを再編成し、人間の組織能力に投資して浸透させる必要があります。どうしたらAIを組織に拡大展開できるかを考えるうえでBCGのAIに関する最近の論考などがお役に立てば幸いです。
不確実性の高い時代、企業リーダーにとって、世界的な潮流を読み取ることは自社の戦略の方向性を定めるうえで欠かせません。本書は、今後10年先の事業環境を見据え、2025年時点で優先的に検討すべきとBCGが考える経営上の重要論点を提示しています。
この1年で従業員は生成AIの効果への信頼を深めつつあります。しかし同時に、仕事を失うことへの恐れも増しているようです。企業は慎重な検討と戦略的な行動をとることで、働き手の相反する見方に対処できるようになります。
1,400人以上の経営層を対象としたBCGの調査で、生成AIが急速にビジネスのあり方を変えつつあることが明らかになりました。企業はどのようにして、生成AIの可能性を利益に変えているのでしょうか。
生成AIは、CEOにこれまでにない難問を突きつけています。まず取り組むべきは、生成AIが自社や業界に与える影響を理解することです。本稿では、生成AIがもたらす好機を捉えつつ、課題をかじ取りするための戦略の立て方をご紹介します。
Organizations find that using a combination of internal and third-party teams to develop and deploy GenAI solutions yields greater satisfaction, productivity, and cost savings. Four levers are key to such collaboration.
To harness the power of generative AI and keep up with the wave of constant innovation, CTOs need to rethink their company’s digital and organizational infrastructure.
A new experiment shows that GenAI isn’t just a tool for increasing productivity—it can expand the range of tasks workers can perform.
Companies have moved quickly to implement GenAI, but many may be celebrating too early, before achieving measurable benefits. It’s time for a focused approach.
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Beyond technical implementation, success hinges on design choices that promote adoption, thoughtful process reengineering, and an unwavering focus on savings targets.
Here’s how to cut through the noise to create a marketer-AI flywheel—a self-reinforcing loop that will revolutionize your marketing and supercharge ROI.
With AI and GenAI applications poised to revolutionize the oil and gas industry, companies must develop the capabilities to quickly and flexibly adopt these new technologies.
GenAI overcomes the complexities of previous AI implementations through user-friendly interfaces, agent-based automation, and cross-functional orchestration.
Tackling the macro ambition and micro obstacles of GenAI, IBM’s Roger Premo and BCG’s Vlad Lukic share how industry leaders are redefining workflows, advancing governance, and leveraging partnerships to unlock transformational value.
To capitalize on this once-in-a-generation technology, organizations should focus on getting value at the right scale, say Red Hat’s Ashesh Badani and BCG’s Vikas Taneja.
To earn trust, GenAI systems must deliver value while being safe, secure, and compliant with regulations like the EU AI Act, says BCG’s Anne Kleppe.
By combining robotics and AI to master 3D perception, workflow planning, and object manipulation, embodied AI could transform automation and manufacturing, says BCG’s Tilman Buchner.
To support rapid AI adoption, risk and compliance functions must lead efforts to ensure responsible use, transform processes, and enhance decision making.
Even with comprehensive testing and evaluation, the risk of system failure with GenAI will never be zero. Organizations must respond swiftly when failures inevitably occur.
The most effective way for a company to help its workforce adopt AI skills a five-step approach that includes assessing what’s needed and preparing people for change.
The opportunities presented by generative AI are significant, but leaders need to focus equally on the risks. What is a responsible C-suite member supposed to do?
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News organizations and other creators are blocking access to the diverse, high-quality content that feeds GenAI models. Here’s a way for the two sides to work together.
With the recent wave of innovation in AI and generative AI technologies, the stakes are getting high for companies that cannot transition to the cloud and leverage these new cloud-based tools.
Top companies have adopted and scaled four times more data and AI use cases across their businesses than laggards, and the average financial impact is five times greater.
GenAI investment is expected to grow 30% in 2024, with ROI over the next three years likely three-times higher than companies making little such investment.