About
Experience & Education
Volunteer Experience
Publications
-
Why businesses need explainable AI—and how to deliver it
McKinsey & Company
Our research finds that companies seeing the biggest bottom-line returns from AI—those that attribute at least 20 percent of EBIT to their use of AI—are more likely than others to follow best practices that enable explainability. Further, organizations that establish digital trust among consumers through practices such as making AI explainable are more likely to see their annual revenue and EBIT grow at rates of 10 percent or more.
Other authorsSee publication -
Why digital trust truly matters
McKinsey & Company
Companies that are good at building digital trust are also more likely to experience the best financial performance. We wondered if the reason for this is that these companies simply execute better and that sound execution results in trust. Our survey of more than 1,300 business leaders and 3,000 consumers globally suggests the difference in the nature and number of their goals, as well as their commitment to most best practices, suggest a deliberate focus on a trust-building strategy and on…
Companies that are good at building digital trust are also more likely to experience the best financial performance. We wondered if the reason for this is that these companies simply execute better and that sound execution results in trust. Our survey of more than 1,300 business leaders and 3,000 consumers globally suggests the difference in the nature and number of their goals, as well as their commitment to most best practices, suggest a deliberate focus on a trust-building strategy and on performing with superior resilience during periods of great disruption.
Establishing trust in products and experiences that leverage AI, digital technologies, and data not only meets consumer expectations but also could promote growth.Other authorsSee publication -
Aon CEO Greg Case: Resilience protects, but it also promotes growth
McKinsey & Company
McKinsey recently hosted a virtual leaders’ summit on building resilience in uncertain times. Among the guest speakers was Greg Case, CEO of Aon, a global professional-services firm. I interviewed Greg, who is also a member of the company’s board of directors and serves on multiple boards externally.
We discussed how senior leaders are sharpening their focus on resilience. Covering questions such as:
What makes some companies so much more resilient than others? How can we build…McKinsey recently hosted a virtual leaders’ summit on building resilience in uncertain times. Among the guest speakers was Greg Case, CEO of Aon, a global professional-services firm. I interviewed Greg, who is also a member of the company’s board of directors and serves on multiple boards externally.
We discussed how senior leaders are sharpening their focus on resilience. Covering questions such as:
What makes some companies so much more resilient than others? How can we build resilience into our organizations? How should we think about potential trade-offs between resilience and more immediately obvious benefits such as speed, efficiency, and cost? -
The state of AI in 2021
The results of our latest McKinsey Global Survey on AI indicate that AI adoption continues to grow and that the benefits remain significant— though in the COVID-19 pandemic’s first year, they were felt more strongly on the cost-savings front than the top line. As AI’s use in business becomes more common, the tools and best practices to make the most out of AI have also become more sophisticated.
We looked at the practices of the companies seeing the biggest earnings boost from AI and…The results of our latest McKinsey Global Survey on AI indicate that AI adoption continues to grow and that the benefits remain significant— though in the COVID-19 pandemic’s first year, they were felt more strongly on the cost-savings front than the top line. As AI’s use in business becomes more common, the tools and best practices to make the most out of AI have also become more sophisticated.
We looked at the practices of the companies seeing the biggest earnings boost from AI and found that they are not only following more of both the core and advanced practices, including machine-learning operations (MLOps), that underpin success but also spending more efficiently on AI and taking more advantage of cloud technologies. Additionally, they are more likely than other organizations to engage in a range of activities to mitigate their AI-related risks—an area that continues to be a shortcoming for many companies’ AI efforts.Other authorsSee publication -
How to extract maximum value from a zero-based design approach to customer journeys
McKInsey & Company
Companies finding success in transforming their customer journeys are discovering that four practices are critical.
Other authorsSee publication -
The next-generation operating model for the digital world
McKinsey & Company
Companies need to increase revenues, lower costs, and delight customers. Doing that requires reinventing the operating model.
Other authorsSee publication -
Transforming operations management for a digital world
McKinsey & Company, Inc.
When combined, digital innovation and operations-management discipline boost organizations’ performance higher, faster, and to greater scale than has previously been possible.
Other authorsSee publication -
Video: Customer experience - the right focus
McKinsey & Company, Inc.
Institutions often think of growth, cost, and customer experience as three different areas of focus. In fact, focusing on the customer can be a better way to improve performance on all three.
-
Video: Do the customer-experience math
McKinsey & Company, Inc.
When viewed from a customer-back perspective, institutions have multiple chances to build customer satisfaction.
-
Transforming expert organizations
McKinsey & Company, Inc.
Improving operations and client experience in B2B organizations is hard because they rely so heavily on highly skilled experts. But those experts can also be the source of a solution.
Other authorsSee publication -
Building a Culture of Continuous Improvement in Insurance
After years of often intense change, insurers in North America are facing a new set of challenges that their previous investments may not be able to solve. They need more flexible technology—and tighter cost controls. They need higher performance from their workforce—and more employee engagement. They need to retain current talent—and acquire entirely new capabilities in data analysis, mobile technologies and social media. And they need to protect their current competitive advantages, while…
After years of often intense change, insurers in North America are facing a new set of challenges that their previous investments may not be able to solve. They need more flexible technology—and tighter cost controls. They need higher performance from their workforce—and more employee engagement. They need to retain current talent—and acquire entirely new capabilities in data analysis, mobile technologies and social media. And they need to protect their current competitive advantages, while rethinking business models and launching new ideas.
Each of these challenges is essentially a question of capacity. In working with some of the world’s largest insurers, McKinsey has found that the most reliable and sustainable forms of capacity increases come not from quick cost or performance initiatives, or even from redesigning business processes. Instead, capacity grows as a result of improvements that flow from a culture that
continually assesses what clients value, how the institution can provide that value, and what changes it must undertake to make it all come together.Other authorsSee publication
Other similar profiles
Explore collaborative articles
We’re unlocking community knowledge in a new way. Experts add insights directly into each article, started with the help of AI.
Explore More