Nowe Technologie Archive


BCG Report: Are You Making the Most of Your Relationship with AI?

Management Review suggests that 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.

Businesses everywhere are recognizing the power of AI to improve processes, meet customer needs, enter new spaces, and, above all, to gain sustainable competitive advantage. With this recognition has come an increased adoption of—and investment in—AI technologies. A global survey of more than 3,000 executives revealed that more than half of respondents are deploying AI: six out of ten have an AI strategy in 2020, up from four out of ten in 2018. AI solutions are more prolific and easier to deploy than ever before, and companies around the globe are seizing on the opportunity to keep up with this exciting trend. Yet despite their efforts—to hire data scientists, develop algorithms, and optimize processes and decision making—most companies aren’t seeing a significant return on their investments.

So, what allows a small number of companies to stand out from the crowd?

For them, AI isn’t just a path to automation; it’s an integral, strategic component of their businesses. To achieve significant financial benefits, companies must look beyond the initial, albeit fundamental, steps of AI adoption—of having the right data, technology, and talent in place, and organizing these elements around a corporate strategy. Currently, companies have only a 21% chance of achieving significant benefits with these fundamentals alone, though incorporating the ability to iterate on AI solutions with business users nearly doubles the number, to 39%. But it’s the final stage of AI maturity, of successfully orchestrating the macro and micro interactions between humans and machines, that really unlocks value. The ability to learn as an organization—by bringing together human brains and the logic of machines—is what gives companies a 73% chance of reaping the financial benefits of AI implementation.

More: To embrace AI’s full potential, companies must recognize that humans play an equally important role in the equation—and reshape themselves accordingly. Download the Full Report

Authors: Sam Ransbotham, Associate Professor, Boston College/MIT Sloan Management Review; Shervin Khodabandeh, Managing Director & Senior Partner, Los Angeles; David Kiron, Executive Editor, MIT Sloan Management Review’s Big Ideas initiatives; François Candelon, Managing Director & Senior Partner, Global Director of the BCG Henderson Institute
Paris; Michael Chu, Partner and Associate Director, Data Science, Silicon Valley – Bay Area; Burt LaFountain, Managing Director & Partner, Boston


Athens Journal of Business & Economics

We are glad to announce that the January issue (Volume 7, Issue 1, January 2021) of the Athens Journal of Business & Economics (AJBE) has been uploaded: Below you can find the table of contents. The AJBE sponsors the following academic events:

  • 14th Annual International Conference on Global Studies, 18-21 December 2020, Athens, Greece (
  • 8th Annual International Conference on Business, Law & Economics, 3-6 May 2021, Athens, Greece (
  • 16th Annual International Symposium on Economic Theory, Policy and Application, 28-30 June & 1 July 2021, Athens, Greece (
  • 19th Annual International Conference on Management, 28-30 June & 1 July 2021, Athens, Greece (
  • 19th Annual International Conference on Marketing, 28-30 June & 1 July 2021, Athens, Greece (
  • 19th Annual International Conference on Accounting, 5-8 July 2021, Athens, Greece (
  • 19th Annual International Conference on Finance, 5-8 July 2021, Athens, Greece (
  • 8th Annual International Conference on SΜΕs, Entrepreneurship and Innovation: Management – Marketing – Economic – Social Aspects 26-29 July 2021, Athens, Greece (

You are more than welcome to submit a proposal for presentation. Please note that the program of the December conference on Global Studies is available at: Late submissions for this event will be accepted by the end of November. ATINER has decided to offer the option of remote (online or pre-recorded) presentation for those who cannot travel for objective or subjective reasons. If you need more information, please let me know, and our administration will send it to you including the abstract submission form. Finally, you are welcome to contribute to the AJBE with an original research paper.

Download the entire issue (PDF)
Front Pages i-viii
Labor Productivity in France: Is the Slowdown of its Growth Inevitable or are there Levers to fight it?
Catherine Bruneau & Pierre-Luis Girard
The Never-Ending Quest for the European Fiscal Policy’s Objectives: Stability vs. Convergence or Stability and Convergence?
Carlo Klein
Sustainable Governance and Knowledge-based Economy – Prerequisites for Sustainable Development of the Developing and Transitional Economies
Kristina Jovanova
Outcomes from Building Transparency in Governance in a Smart City Project in India: A Case Study of Panaji, Goa
Mridula Goel & Sheetal Thomas
The Sustainable Development Goals and Leading European Retailers
Peter Jones & Daphne Comfort

Dr Zoe Boutsioli
Dr Zoe Boutsioli  Vice President of Publications ATINER (A World Association of Academics and Researchers).
25 Years of Non-Euclidean Improvement “Our city is open to the world, we never expel a foreigner from learning or seeing” “τήν τε γὰρ πόλιν κοινὴν παρέχομεν, καὶ οὐκ ἔστιν ὅτε ξενηλασίαις ἀπείργομέν τινά ἢ μαθήματος ἢ θεάματος” Pericles’ Funeral Oration from Thucydides, “The Peloponnesian War”. Come to open to the world Athens to learn about Democracy in the city where its theory was first developed and taught and see the place (phnyx) where it was first practiced.

Please note that as a world association of academics and researchers with a very specific mission (please see our website), ATINER is based on the voluntary work of our members and friends. This includes the toil of sending this email to you, so please let us know if you are not interested so that our work is not in vain. If you no longer want to receive emails from us, please click unsubscribe below. This way you will avoid the nuisance of receiving emails from ATINER.



BCG Six Steps to Bridge the Responsible AI Gap

As artificial intelligence assumes a more central role in countless aspects of business and society, so has the need for ensuring its responsible use. AI has dramatically improved financial performance, employee experience, and product and service quality for millions of customers and citizens, but it has also inflicted harm. AI systems have offered lower credit card limits to women than men despite similar financial profiles. Digital ads have demonstrated racial bias in housing and mortgage offers. Users have tricked chatbots into making offensive and racist comments. Algorithms have produced inaccurate diagnoses and recommendations for cancer treatments.

To counter such AI fails, companies have recognized the need to develop and operate AI systems that work in the service of good while achieving transformative business impact—thinking beyond barebones algorithmic fairness and bias in order to identify potential second- and third-order effects on safety, privacy, and society at large. These are all elements of what has become known as Responsible AI.

Companies know they need to develop this capability, and many have already created Responsible AI principles to guide their actions. The big challenge lies in execution. Companies often don’t recognize, or know how to bridge, the gulf between principles and tangible actions—what we call crossing the “Responsible AI Gap.” To help cross the divide, we have distilled our learnings from engagements with multiple organizations into six basic steps that companies can follow.

The Upside of Responsible AI

Concern is growing both inside and outside boardrooms about the ethical risks associated with AI systems. A survey conducted by the Center for the Governance of AI at the University of Oxford showed that 82% of respondents believe that AI should be carefully managed. Two-thirds of internet users surveyed by the Brookings Institution feel that companies should have an AI code of ethics and review board.

Much of this concern has arisen from failures of AI systems that have received widespread media attention. Executives have begun to understand the risks that poorly designed AI systems can create—from costly litigation to financial losses. The reputational damage and employee disengagement that result from public AI lapses can have far-reaching effects.

But companies should not view Responsible AI simply as a risk-avoidance mechanism. Doing so misses the upside potential that companies can realize by pursuing it. In addition to representing an authentic and ethical “True North” to guide initiatives, Responsible AI can generate financial rewards that justify the investment.

A Stronger Bottom Line. Companies that practice Responsible AI—and let their clients and users know they do so—have the potential to increase market share and long-term profitability. Responsible AI can be used to build high-performing systems with more reliable and explainable outcomes. When based on the authentic and ethical strengths of an organization, these outcomes help build greater trust, improve customer loyalty, and ultimately boost revenues. Major companies such as Salesforce, Microsoft, and Google have publicized the robust steps they have taken to implement Responsible AI. And for good reason: people weigh ethics three times more heavily than competence when assessing a company’s trustworthiness, according to Edelman research. Lack of trust carries a heavy financial cost. In the US, BCG research shows that companies lost one-third of revenue from affected customers in the year following a data misuse incident.

Brand Differentiation. Increasingly, companies have grown more focused on staying true to their purpose and their foundational principles. And customers are increasingly making choices to do business with companies whose demonstrated values are aligned with their own. Companies that deliver what BCG calls total societal impact (TSI)—the aggregate of their impact on society—boast higher margins and valuations. Organizations must make sure that their AI initiatives are aligned with what they truly value and the positive impact they seek to make through their purpose. The benefit of focusing strictly on compliance pales in comparison with the value gained from strengthening connections to customers and employees in an increasingly competitive business environment.

Improved Recruiting and Retention. Responsible AI helps attract the elite digital talent that is critical to the success of firms worldwide. In the UK, one in six AI workers has quit his or her job rather than having to play a role in the development of potentially harmful products. That’s more than three times the rate of the technology sector as a whole, according to research from Doteveryone. In addition to inspiring the employees who build and deploy AI, implementing AI systems in a responsible manner can also empower workers across the entire organization. For example, Responsible AI can help ensure that AI systems schedule workers in ways that balance employee and company objectives. By building more sustainable schedules, companies will see employee turnover fall, reducing the costs of hiring and training—over $80 billion annually in the US alone.


By Steven MillsElias Baltassis, Maximiliano Santinelli, Cathy CarlisiSylvain Duranton, and Andrea Gallego

BCG GAMMA is BCG’s global team dedicated to applying artificial intelligence and advanced analytics to business at leading companies and organizations. The team includes 800-plus data scientists and engineers who apply AI and advanced analytics expertise (e.g., machine learning, deep learning, optimization, simulation, text and image analytics) to build solutions that transform business performance. BCG GAMMA’s approach builds value and competitive advantage at the intersection of data science, technology, people, business expertise, processes and ways of working. For more information, please visit our web page.

Authors: Steven Mills, Partner & Associate Director, Data Science, Washington, DC: Elias Baltassis, Partner & Director, Paris; Maximiliano Santinelli, Associate Director, Data Science, Boston; Cathy Carlisi, Managing Director, BrightHouse, Atlanta; Sylvain Duranton, Managing Director & Senior Partner, Global Leader, BCG GAMMA, Paris, Andrea Gallego, Partner & Chief Technology Officer, BCG GAMMA, Boston


Rusza XXI edycja “Deloitte Technology Fast 50 Central Europe”

Ranking Deloitte szansą dla innowacyjnych firm technologicznych na ugruntowanie pozycji rynkowej

Od 21 lat firma doradcza Deloitte promuje innowacyjność, oferując firmom technologicznym z Europy Środkowej platformę do zaprezentowania swojej marki oraz ugruntowania pozycji w branży. Właśnie ruszyła rejestracja do kolejnej, XXI edycji „Deloitte Technology Fast 50 Central Europe”, rankingu najszybciej rozwijających się firm technologicznych w Europie Środkowej. Program jest skierowany zarówno do przedsiębiorstw o mocnej pozycji, jak i tych, które niedawno rozpoczęły działalność. Termin zgłoszeń upływa 14 sierpnia. Zwycięzców poznamy w listopadzie.

„Deloitte Technology Fast 50 Central Europe” to program, który plasuje 50 najszybciej rozwijających się firm technologicznych w Polsce i Europie Środkowej, publicznych lub prywatnych, w oparciu o procentowy wzrost przychodów w ciągu ostatnich czterech lat. W tegorocznym rankingu analizowane będą przychody w latach 2016-2019.

Tegoroczna edycja w pewnym sensie będzie wyjątkowa. Trwająca pandemia to dla wielu innowacyjnych firm duże wyzwanie, ale też okazja, by pokazać firmę i jej możliwości. Było to już widać po pierwszej reakcji rynków, czyli wzrostach sprzedaży technologii umożliwiających pracę zdalną. Wiele innowacyjnych firm zmienia też czy rozszerza swoją działalność po to, by pomagać w walce z COVID-19, mówi Agnieszka Zielińska, Partner w Dziale Doradztwa Finansowego, Lider Programu Deloitte Technology Fast 50 Central Europe

Od kilku lat firmy z Polski dominują w rankingu Deloitte. Na przestrzeni dwóch dekad wysokie miejsca zajmowały, CD Projekt, eCard, czy LiveChat. W ubiegłorocznej edycji w głównej kategorii „Fast 50” uplasowało się 11 firm z Polski, z czego 3 trafiły do pierwszej dwudziestki: Semantive (14 miejsce), Polski Standard Płatności (17 miejsce) oraz TestArmy Group (18 miejsce).

Edycja 2020 obejmie dwie kategorie „Fast 50” i „Wschodzące gwiazdy”. Dodatkowo firmy mogą aplikować do nagrody specjalnej „Impact Stars”.

Każda spółka starająca się o udział w programie w kategorii głównej „Fast 50” musi spełniać następujące kryteria:

  • działać na rynku od co najmniej czterech lat, czyli co najmniej od 31 grudnia 2015 r.;
  • osiągać przychody operacyjne nie mniejsze niż 50 tys. euro w roku 2016, 2017, 2018 oraz przychód w roku 2019 nie mniejszy niż 100 tys. euro;
  • posiadać siedzibę w jednym z krajów Europy Środkowej (Albania, Bośnia i Hercegowina, Bułgaria, Chorwacja, Czechy, Estonia, Węgry, Kosowo, Łotwa, Litwa, Macedonia, Mołdawia, Czarnogóra, Polska, Rumunia, Serbia, Słowacja, Słowenia); 
  • być firmą technologiczną, a jej działalność musi zawierać się w jednej z kategorii: komunikacja, ochrona środowiska, fintech, sprzęt komputerowy, ochrona zdrowia i nauki medyczne, media i rozrywka, produkcja oprogramowania;
  • być właścicielem praw własności intelektualnej lub zastrzeżonej technologii sprzedawanych klientom w produktach, generujących większość przychodów operacyjnych spółki; 
  • posiadać strukturę własności, która wyklucza udziały większościowe zagranicznych inwestorów strategicznych.

W kategorii „Wschodzące Gwiazdy” mogą walczyć firmy młodsze, jednak muszą działać na rynku nie krócej niż trzy lata, a także osiągać przychody powyżej 30 tys. euro w każdym rozpatrywanym roku (2017 – 2019).

Firm ubiegających się o nagrodę specjalną „Impact Stars” nie dotyczą kryteria przychodowe oraz długość prowadzonej działalności. Kategoria została wprowadzona z myślą o firmach, które z powodzeniem łączą rozwój innowacyjnych produktów czy usług technologicznych z pozytywnym oddziaływaniem na co najmniej jeden z obszarów: społeczeństwo, biznes, innowacje, środowisko i różnorodność.

Każda edycja Technology Fast 50 Central Europe to wielkie wydarzenie i równie wielkie emocje. Choć to ranking firm z Europy Środkowej jego zasięg jest znacznie większy. Wszystkie firmy biorące udział w programie, mają szansę na wyróżnienie się w naszym rankingu globalnym oraz rankingu Fast 500 dla Europy, Bliskiego Wschodu i Afryki. To w oczywisty sposób zwiększa dotarcie marki do potencjalnych klientów i pomaga ugruntować jej pozycję – mówi Agnieszka Zielińska.

Do rankingu zgłaszać się można do 14 sierpnia 2020 r. poprzez stronę, gdzie dostępne są również informacje nt. kategorii i kryteriów rankingu oraz najważniejsze dane dotyczące jego poprzednich edycji. Wyniki Deloitte Technology Fast 50 Central Europe zostaną ogłoszone w listopadzie 2020 r.

Agnieszka Zielińska, Partner w Dziale Doradztwa Finansowego; Małgorzata Reif, Menedżer ds. komunikacji


The eight essentials of innovation

It’s no secret: innovation is difficult for well-established companies. By and large, they are better executors than innovators, and most succeed less through game-changing creativity than by optimizing their existing businesses.

Innovation and creativity

In this engaging presentation, McKinsey principal Nathan Marston explains why innovation is increasingly important to driving corporate growth and brings to life the eight essentials of innovation performance.

Yet hard as it is for such organizations to innovate, large ones as diverse as Alcoa, the Discovery Group, and NASA’s Ames Research Center are actually doing so. What can other companies learn from their approaches and attributes? That question formed the core of a multiyear study comprising in-depth interviews, workshops, and surveys of more than 2,500 executives in over 300 companies, including both performance leaders and laggards, in a broad set of industries and countries (Exhibit 1). What we found were a set of eight essential attributes that are present, either in part or in full, at every big company that’s a high performer in product, process, or business-model innovation.

Since innovation is a complex, company-wide endeavor, it requires a set of crosscutting practices and processes to structure, organize, and encourage it. Taken together, the essentials described in this article constitute just such an operating system, as seen in Exhibit 2. These often overlapping, iterative, and nonsequential practices resist systematic categorization but can nonetheless be thought of in two groups. The first four, which are strategic and creative in nature, help set and prioritize the terms and conditions under which innovation is more likely to thrive. The next four essentials deal with how to deliver and organize for innovation repeatedly over time and with enough value to contribute meaningfully to overall performance.

By Marc de Jong, Nathan Marston, and Erik Roth

More: McKinsey; About the authors: Marc de Jong is a principal in McKinsey’s Amsterdam office, Nathan Marston is a principal in the London office, and Erik Roth is a principal in the Shanghai office.