Nine in ten companies use AI somewhere, yet few can show it in their results. Drawing on our client work and a corpus of 2,573 published use cases, we look at the three practices that separate using AI from creating value with it.
AI is already transforming software development, but its broader impact lies in how organizations rethink work, decision-making, and value creation. What we see in engineering today may be the first signal of a much wider transformation.
HR leaders are at the center of the AI revolution. By moving beyond process automation to enabling enterprise-wide adoption, they have the opportunity to redesign culture, governance, and the very shape of work.
To unlock AI’s full potential, CEOs must step in personally and decisively. This article outlines five core responsibilities only they can fulfill, from setting ambition to embedding AI into the organization’s DNA.
CIOs don’t need to own AI, but they do need to shape how it works across the business.
Private equity firms are rapidly adopting data and AI to drive value creation beyond traditional financial engineering. While generative AI offers transformative potential, success depends on clear strategy, disciplined execution, and the ability to tie every initiative to measurable enterprise value.