The impact of AI in business: why its value remains limited and how structures, rather than technology, explain the gap between leaders and followers.
In recent months, reports on the state of AI have been piling up, each heralding a major disruption in the way businesses work, make decisions, and create value. Two publications by major strategy consulting firms have just been released in quick succession. McKinsey sees fast but still hesitant adoption, while BCG sees a polarization between a minority that captures almost all the gains and a majority that is going around in circles. Taken separately, these reports shed light on part of the subject, but read together, they say something deeper about how organizations approach transformation: with a lot of technology, a lot of stated ambition, and very little work on what really matters.