A first-of-its-kind scientific experiment finds that people mistrust generative AI in areas where it can contribute massive value and trust it too much where the technology isn’t competent.

Technology’s impact on productivity growth has been consistently overstated — are analysts repeating that mistake with generative AI?

Is generative AI as “strategic” as it is claimed to be?

As GPT-4 and other new models are released, leaders need to constantly assess the implications for their business.

This powerful technology has the potential to disrupt nearly every industry, promising both competitive advantage and creative destruction. Here’s how to strategize for that future.

Prompt engineering is only the beginning—it’s time to start experimenting.

As Generative AI democratizes adoption, new challenges loom for organizations.

When adopting Generative AI, don’t forget the fundamentals.

The viral chatbot’s underlying technology will democratize AI and disrupt industries.

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.

If they’re used indiscriminately, no-code/low-code platforms for A.I. are likely to end up doing more harm than good.

In the age of AI where algorithms continuously improve through interaction and mutual learning with humans, companies must realize that their AI efforts won’t be optimal if they only focus on the technology or humans. They need to combine both.

Reinventing business with A.I. is no longer a hypothetical proposition; in the age of A.I., that may be the only way for every organization to thrive.

The way governments, institutions, and companies—the triple helix of business innovation—interact influences an ecosystem’s formation, especially when an entire nation treats a technology as a strategic priority.

Because the technology will profoundly disrupt global business, government, and military networks, achieving quantum sovereignty is a critical task for the EU.

Deep Tech is catalyzing groundbreaking innovations faster than ever. Having established its reputation as a problem-driven approach to tackle complex problems by combining new physical technologies with sophisticated digital technologies, it is inevitable that Deep Tech will disrupt incumbents in almost every industry.

Advanced technologies will bring big changes. Which companies will be ready to capitalize?

Synthetic biology technologies are finally maturing, becoming the way almost anything can be manufactured competitively and sustainably. Business must learn to use syn-bio to develop new products and processes, improve existing ones, and reduce costs to remain competitive in the future.

In the age of AI where algorithms continuously improve through interaction and mutual learning with humans, companies must realize that their AI efforts won’t be optimal if they only focus on the technology or humans. They need to combine both.

As firms embed more and more artificial intelligence in products and processes, attention is shifting to the potential for algorithms to make bad or biased decisions. Inevitably, many governments will feel regulation is essential to protect consumers. In a new article published by Harvard Business Review, we look into how this regulation might take shape and what it means for companies.

In order to see significant financial returns, organizations need a multidimensional, complex relationship with AI—one that involves several methods of learning and different modes of interaction.

Shifts in global supply chains, changing consumption patterns, and the increasing prevalence of remote ways of working—trends that were underway long before the COVID-19 crisis—will accelerate. AI can help companies thrive in this new environment.

BCG’s AI-based Trust Index enables companies to break down stakeholder perceptions of their trustworthiness. Analyses based on the Index have yielded valuable insights about what builds, sustains, or destroys trust.

Regulators are turning up the heat on digital platforms, but traditional remedies are clearly not adequate. Viewing antitrust through the lens of trust may provide answers.

In the digital era, the demand for trust is skyrocketing. So how does a company design a digital architecture to build trust among its stakeholders?

Cities that forge trust with their residents are on the right track to a sustainable future. What does it take?

Why do we trust some companies and not others?

Winning companies use a multifaceted framework to build trust into their ecosystem operations from the very outset.

Many companies are still wary of sharing data that could expose them to risk and diminish their competitive advantage. What if uniting towards a common goal could help them overcome these fears?

Realizing the promise of digital and gaining a sustainable advantage takes much more than investments in technology. Companies need to expand their capabilities of perception, cognition, and sociality to discover and exploit hidden relationships.

A complex marketplace is taking shape. Corporate management teams with data-sharing interests need to get up to speed.

Most large companies are migrating at least some of their data and IT infrastructure to cloud services provided by so-called hyperscalers, such as Amazon Web Services and Microsoft Azure.

How should companies think about use cases that are distant, unknown, or do not yet exist?

We see three opportunities for business leaders who want to enhance their companies’ CX and drive greater satisfaction. First, focus on frictionless commerce. Second, consider augmented experiences. Finally, emphasize intuitive interactions.

Touchpoint-centric engagement could unleash massive value for customers and businesses. Taking just a few key steps will help companies reap the rewards.

Retailers and service providers should rethink where and how they deploy their sales agents in light of data that shows current approaches aren’t delivering the experiences consumers want.

What will the next generation of digital helpers look like? BCG Henderson Institute Fellow Karen Lellouche Tordjman breaks down the two critical challenges engineers need to crack before they can usher in a new age of smart voice assistants

Consumer preferences are changing rapidly, outpacing companies’ traditional abilities to track and respond to trends. Data and AI can provide new eyes and ears.

African companies need to create an environment in which AI can take root, ensure access to data, infrastructure, and licenses, and grow AI talent in order to strengthen the AI ecosystem in the continent.

Europe is at a crossroads. Missing today’s opportunity to digitize its industry with A.I. will have grave consequences for the continent’s long-term competitiveness, and for local employment. Immediate action is needed.

Its leaders must quickly implement policy reforms that will enable EU companies to deploy AI at scale.

Industrial players have no time to lose. They need to catch up in digital by committing to a dramatic transformation.

More and more are confident that they have the expertise, technological capabilities, and financial resources to succeed outside their home market.

Now that the country’s major online players have conquered the consumer space, they’re intent on digitizing B2B industries and building platform-based businesses.