FOUR OF OUR BEST NEW IDEAS FOR THE C-SUITE

In our experience, it’s never just about the tech. Today’s top global companies are living the motto. One example: to protect against geopolitical risks, executives are breaking up the unified global technology stack, once seen as a hallowed source of value. This edition of the CEO Shortlist highlights some of the many ways that technology and strategy are really two sides of the same coin. We hope you enjoy the read.

—Liz and Homayoun

What’s new

The honeymoon is over. Many companies are learning that while it’s fairly easy to build gee-whiz generative AI pilots, turning them into at-scale capabilities is much more difficult. Chief information officers (CIOs) and other leaders can use these seven guidelines to truly integrate gen AI into their business models. 

Start getting real with “Moving past gen AI’s honeymoon phase: Seven hard truths for CIOs to get from pilot to scale,” by Aamer Baig, Douglas Merrill, and coauthors.

What’s now

Who’s the new guy? That new colleague isn’t a human being; it’s a gen AI agent, a software entity that can manage workflows, coordinate activities, use logic, and evaluate answers. And they’re developing extremely quickly: our experts believe we’re getting close to these agents becoming true virtual workers.

Learn more about your next new colleague in “The promise and reality of gen AI agents in the enterprise,” an interview featuring McKinsey senior partners Jorge Amar and Lari Hämäläinen and partner Nicolai von Bismarck.

What’s next

No one can do it all. In fact, only a few leaders have the expertise needed to develop, deploy, monitor, and adjust the gen AI tools required for success in the dawning new era. For everyone else, it may be time to ask for help. Strategic alliances with gen AI providers can help your organization succeed, whether you’re looking to rethink M&A strategy, boost marketing and sales, or revamp your recruiting process. 

Partner up with “Strategic alliances for gen AI: How to build them and make them work,” by Alex Singla, Alexander Sukharevsky, Ben Ellencweig, and coauthors. 

What’s needed

Baby, it’s a wild world. Over the past 30 years or so, companies have expanded into markets far from home. Now, geopolitical tensions are forcing a rethink. In our view, companies can protect their people, capital, supply chains, technology, and more with an approach we call structural segmentation.

Segment and conquer with “Can your company remain global and if so, how?,” by Andrew Grant, Michael Birshan, Olivia White, and Ziad Haider. 

We hope you find these ideas inspiring and helpful. See you next time with four more McKinsey ideas for the CEO and others in the C-suite.

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