Ton Nguyen

Only 5% of companies - many who claim to be "AI future-built” - are capturing maximum value from AI. And 60% are seeing almost no material gains despite heavy investment. Those 5% are materially widening the gap in performance and results compared to the rest of the pack. The lessons from them are very clear and easy to understand, but the same as with all great things, wicked hard to replicate :-) These insights from our latest "Build for the Future" report on the widening AI value gap show how far we've moved on from experimenting with #AI. It's clear from our teams' extensive research that companies aren’t failing because AI doesn’t work - it's just that so many organizations aren’t built to harness it... yet... Jessica Apotheker, Vinciane Beauchene, Nicolas de Bellefonds, Patrick Forth, Dr. Marc Roman Franke, Nina Kataeva, Santeri Kirvelä, Djon Kleine, Romain de Laubier, Dr. Michael Grebe, Amanda Luther, Mary Martin, Jeff Walters, Christoph Schweizer https://lnkd.in/ePfFQ9qh

77

1 commentaar

Changing firms as a partner: The truth no one tells you Someone asked me what it really takes to switch firms when you’re already a partner. I’ve done it: from partner in a boutique firm to partner at McKinsey. And every now and then, I get calls from headhunters and global firms, all asking the same thing: “Would you consider joining us?” So for everyone receiving similar calls, I wanted to write some reflections, some learned the hard way. 1. The firm isn’t taking a bet. You are. They might offer guarantees or a signing bonus, but if things go wrong, they move on. You? You’ve burned the bridge, the book, and maybe your brand. 2. If you’re doing it just for the money, you’re already losing. Let’s be honest: money matters. But if the main reason you’re jumping ship is comp, you’ll start your new job with the wrong energy. Money fades. 3. If you don’t know exactly what they want from you, run. Access? Expertise? Delivery machine? Team builder? If you don’t get it crystal clear, you’ll spend your first 6 months trying to be everything… and failing at all of it. 4. Integration isn’t onboarding. It’s survival. What matters isn’t “welcome calls”; it’s real access to clients, platforms, and politics. I had a senior partner who coached me through every step. If you’re alone, even with the right badge, you’re dead. 5. Humility isn’t nice, it’s strategic. Coming from a big name? Good for you. Now prove you can add value without acting like the smartest guy in the room. Ego doesn’t land deals. Trust does. 6. This move either compounds your career or it caps it. People will rewrite your whole story based on what happens next. “He peaked at his old firm” vs. “He proved he’s the real deal” There’s no in-between. You’re not just changing firms; you’re cashing in your professional equity. Most partners only make this move once. Which means most never know what it really means until it’s too late. If it works, your career compounds. If it doesn’t, the market quietly closes around you. Because once you move, it’s not just a job switch; it’s your reputation, your leverage, and your legacy on the line. Have you done it? Would you? What did you see others get right or horribly wrong? Let’s debate. PS. If this post resonated, I write often about the truths nobody tells you in consulting (from junior to partner). Follow me here for more reflections based on 20+ years in the industry, with no hype and no fluff.

328

18 commentaren

On one of my toughest consulting projects, the breakthrough didn’t come from the most senior person in the room. It came from a junior analyst who spotted a risk no one else had noticed, one that could’ve cost the client dearly. We talk a lot about “high performance” in consulting. Early in my consulting career, I thought building a “high-performance team” meant filling it with the smartest people in the room. Over time I have realized that it’s about something else entirely: "A team that sees more than any single person can." If you remember, The Johari Window, it reminds us we all have blind spots. Leaders have two choices: → Pretend they don’t exist. → Build systems and teams to expose them early. Here’s what I’ve learned works: ↳ Mix cognitive styles and expertise – Pair domain veterans with fresh thinkers. The friction surfaces unseen assumptions. ↳ Make speaking up safe – Psychological safety isn’t “being nice.” It’s making dissent a contribution, not a career risk. ↳ Design for challenge, not comfort – Rotate roles, bring in outsiders, and celebrate the people who ask the awkward questions. Consulting teams move fast, solve tough problems, and deliver under pressure. But real high performance comes when everyone feels responsible for finding the blind spots. #Leadership #Mindset #ConsultingLife ------------------- I write regularly on People | Leadership | Transformation | Sustainability. Follow Surya Sharma.

46

11 commentaren

As a Senior Advisor Boston Consulting Group (BCG) i often get the opportunity to be one of the contributors along with many other great leaders to bring together a diverse group of CEOs across many parts of the globe and cover a bunch of very interesting topics. Last week it was BCG’s flagship Transformation CEO Forum, which brought together 16 remarkable CEOs in New York. Each of them are navigating large-scale transformations in times of immense uncertainty. Together, these leaders represented organizations with over $100B+ in combined revenue and more importantly, a shared commitment to bold change. Here were 4 big learnings and takeaways for me coming out of the days discussions : 🔹 Transformation is an always-on leadership discipline. In a world of geopolitical tension, economic disruption, and technological acceleration, transformation is no longer episodic. It’s a sustained journey—and CEOs are the ones driving it forward with urgency and intent. 🔹 GenAI has crossed the tipping point. The conversation has shifted from automation to impact. We heard compelling cases on using AI to reshape how value is created, not just how costs are reduced. But success still hinges on people—70% of GenAI outcomes are driven by adoption, not algorithms. 🔹 The human side is the hardest—and the most important part. Transformation narratives must be clear, honest, and aligned with reality. CEOs are learning to activate the “neutral middle,” not just fight resistance. Recognition, communication, and emotional clarity are essential to maintain energy and momentum. 🔹 The CEO–Board relationship is evolving fast. It’s no longer about “managing” the board—it’s about true partnership. The most effective CEOs now co-create strategy with their directors and invest in helping them stay current, aligned, and engaged. 💬 One CEO said it best: “This was a valuable investment of my time... learning from peers in a neutral setting.” That spirit of shared learning and leadership growth is what makes these forums so powerful. I myself learnt so much from BCG's CEO Advisory Lead Christine Barton and from the other cohost Kristy Ellmer and from my fellow contributors— Philipp Carlsson-Szlezak, Matthew Kropp , Julia Dhar and Jack Stahl. Genpact Jabil MathCo Bain Capital Brighton Park Capital AVALT Innospark Ventures HighRadius HTEC ABSL HFS Research

993

42 commentaren