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The article shares the results of a survey Accenture undertook to measure AI’s potential economic impact on 16 industries.

The goal was to understand the chief reasons for AI’s potential impact and to identify a set of strategies that companies in any industry can use to benefit from advances in AI technologies.

AI’s unique characteristics as a capital–labor hybrid, which confers the ability to augment human labor at scale and speed, self-learn and continuously improve over time—will require organizations to adopt new approaches and models in a variety of functional areas.

AI can augment labor productivity by taking on low value-added or supporting tasks and thus enable workers to focus on high value work. Bosch has adopted a “thinking factory” approach in one of its German automotive plants…to enable AI-powered machines to self-diagnose technical failures, order replacement parts autonomously and anticipate maintenance needs.

All industries studied stand to benefit from AI, though three -- information and communication, manufacturing and financial services sectors -- will likely realize the biggest gains. Businesses in every industry will need to consider AI as a potential change agent in their investment, innovation and human capital development strategies. To prepare their organizations for a successful future with AI, business leaders should adopt eight strategies.

To help businesses throw light on potential sources of geographic advantage, Accenture researchers assessed the competitiveness of countries using the five dimensions: talent, capital, resources, innovation, and consumers and trade. This paper aims to present the results of that assessment.

For each of the five dimensions, Accenture researchers identified key indicators – characteristics that suggest how well positioned an economy is to compete in a multi‐polar world. They assessed each indicator using a range of primary and secondary data variables. Primary data were drawn from a global survey of more than 400 business leaders, conducted for Accenture by the Economist Intelligence Unit. Secondary data were drawn from sources such as the International Monetary Fund, the United Nations and the World Bank.

The paper offers an up‐to‐date assessment of how national resources and capabilities foster competitive advantage based on five issues – talent, capital, resources, innovation, and consumers and trade.

Locating to excel at innovation requires not just a focus on input factors – such as local investment in R&D and education – but also a focus on output measures – such as being able to locally produce valuable new products, services and business processes.

For leaders of companies seeking to re‐locate to compete in a multi‐polar world – that is, one with a diffusion of economic power across a wider range of regions and countries – the article explains why the best choice is to execute a diversified geographic strategy.

Metaverse is an immersive technology that has transformed the way we connect, interact, and work, providing massive opportunities for different sectors. The prevailing trends in the metaverse encompass various aspects such as multi-user virtual environments facilitating real-time interaction between users and digital objects, the utilization of virtual and augmented reality (AR) technology to generate immersive and captivating experiences, social and gaming encounters, virtual currencies, data, and analytics for personalization and targeting of experiences, live streaming, e-commerce, and other related developments. AR is a key component of the metaverse. Because of its increased accessibility and interactivity, AR has the potential to operate as a bridge between the present and the future. AR superimposes the virtual objects in the real environment, enabling mixed-reality experiences that enable users to have immersive experiences.

This chapter examines the role of AR in metaverse platforms. It navigates through the multifaceted platforms within the metaverse and underscores its transformative potential in various sectors, fueled by the demand for remote working tools and the growing embrace of Web 3.0 technologies. It also explores the technical elements of integrating AR, providing a comprehensive explanation of how AR-enabled devices like glasses, headsets, and smartphones are used to generate immersive user experiences.

The authors found that as more firms participate in open business ecosystems, the borders between an individual firm and its stakeholders – customers, suppliers, workers, partners and innovators – have become much more permeable and reconfigurable. This paper aims to address this issue.

The paper shows how new open business models enable firms to maximize the benefits of openness while limiting the risks.

The authors propose three “open firm” models based on their research, experience and observation: the harbor and fleet; the demand forum; and multivalent sourcing.

Case studies are provided. For example, the supply chain tracing firm Historic Futures has developed an online application called String that enables participating companies to monitor products hour by hour and mile by mile along the supply chain.

The ability to establish and maintain appropriate networks is central to the success of open‐firm strategies.

As technological advances spur firms toward an era of greater openness, companies will increasingly need to examine the potential economic benefits of digitally linked clusters of businesses. The authors' framework can help executives decide which type of open‐firm model can work best.

The decade ahead will likely hold abundant opportunities for enterprises with the vision and energy to reach for them. This paper aims to look at how to take the most advantage of those opportunities.

The paper examines the forces that will drive future growth. Then it reports on what some of the most successful companies are doing to harness those forces. Their focus on three key capabilities offers valuable insights for any enterprise seeking to excel in the coming years.

Five areas of emerging economic opportunity are identified and the management capabilities to take advantage of them are described.

The companies most likely to be successful in capturing rewards from these opportunities now evolving are those that develop fresh thinking in the way they approach operational excellence, customers, innovation, and the trade‐off between global efficiency and local relevance.

The paper shows how leading companies are building innovative capabilities to master the challenges of the emerging opportunities of the next decade.