In keeping with our annual tradition at the BCG Henderson Institute, we are excited to kick off the holiday season by unveiling our 2024 Holiday Reading List.

"What worries me about AI is that we've got this huge potential for summarizing information and expanding simple instruction sets but instead we’re going to use it to send more emails."

The rise of AI presents an opportunity for humans to step up to the challenge of refining, emphasizing, and applying our own human strengths to differentiate corporate decision-making. However, human capabilities, like making moral judgments, and using imagination or intuition, are often untrained, impulsive, or implicit. Thus, to distinguish and elevate their decision-making processes, organizations need to actively codify and foster the requisite human decision-making skills. This article outline five imperatives towards this end.

"AI is an umbrella term, so it’s very important to look into the specific applications you’re thinking of using at your company to see if there are real technical advances that power them. […] The people who are working at your organization are best positioned to evaluating whether AI might be used to carry out their tasks."

"Managing in the age of outrage is not managing outrage. Managing outrage is crisis management, and we’ve done that for years now. The age of outrage is capturing this zeitgeist at the moment."

"Just like human beings, businesses age. And, like organisms, they fight aging at every level. […] But the truth is, as you age, you’ve got to change how you behave, how you manage, and how you invest."