We keep our ear to the ground for the interesting stats, insights and discussion points you need to feel in the know to shape the future with confidence.

1. What’s next?

AI can create capacity. Only leaders can decide what happens to it next. As AI begins to deliver productivity gains, leaders are looking beyond isolated efficiencies toward a bigger question: how can that newly created capacity become lasting value? The latest EY-Parthenon CEO Outlook looks at how operating models, workforce skills and more active portfolio choices can work together to turn productivity into growth. Growth depends on what happens next…

How can CEOs turn AI productivity gains into lasting value?

2. Beyond the pilot

The companies getting the most from AI are doing something surprisingly old-fashioned. They’re getting people to work together. In media and entertainment, where creative talent drives the business and mergers often collide with cultures, that matters more than any shiny new tool. Warner Bros. Discovery understood that early, putting growth at the center of its AI strategy and building trust before chasing scale. Pilot by pilot, the conversation shifted. While some companies are still getting comfortable with AI, others have already folded it into how they make decisions and pursue growth.

Why AI is only as valuable as the hands that shape it

3. Speedy senses

For decades, success depended on understanding yesterday better than everyone else. But as geopolitics, AI, capital markets and climate risks evolve simultaneously, historical insight is becoming a less reliable source of advantage. What increasingly matters is how quickly organizations can recognize change, make sense of itand act. As decision windows shrink and disruption moves faster through industries, the distance between signal and response may become one of the most important measures of competitiveness.

Why predictability is no longer reinsurance’s main advantage

4. Wired for change

Utility tax and finance teams have seen this movie before: more reporting, more complexity and no obvious way to create more hours in the day. EY research found that only about one in ten leaders feel very confident in their ability to deliver on tax data and technology plans. As demands continue to grow, many utilities are moving routine work outside the function so internal teams can stay focused on work that requires judgment.

Why tax and finance transformation for utilities is now essential

5. The waiting game

The fastest people in the company are starting to wait. Employees are teaching themselves new ways of working, finding shortcuts, shaving hours off tasks, then running straight into the same approvals and handoffs that have been there for years. Progress stalls in the queue. A few standout teams can make everything look healthy from a distance, but the cracks show up elsewhere. Expectations rise. Frustration follows. One team’s breakthrough becomes another team’s backlog. Before long, the conversation shifts from what the technology can do to why the business still moves at yesterday’s pace.

The two-speed trap: when AI adoption fragments the enterprise

If you do one thing:

Pick one challenge and ask who needs to solve it together.