L.E.K. Consulting

Technology executives are under pressure to show measurable results from AI. In surveys, only about a fifth of companies using AI report clear, measurable value. Pricing should be one of the exceptions, since few functions pair as much data with as much direct margin impact. In a peer-reviewed field experiment, a B2B business showed some of its salespeople an AI-recommended price at the moment of quoting while leaving the final price up to them.

Auto-scroll This video explores the corporate transformation challenges facing Japanese pharmaceutical companies amid growing investor scrutiny, activist pressure and evolving governance expectations. It examines how pharma leaders can strengthen performance through disciplined capital allocation, overseas M&A, portfolio optimization, business development and innovative financing strategies. L.E.K. Consulting is a registered trademark of L.E.K. Consulting LLC.

Many leaders are quietly questioning their matrix organizations and asking questions such as: “Is mine the right ‘shape’”? “Are dual reports actually working?” “Should I simplify?” These are good questions. Most leaders can point to something in their own matrix organization that is not working as it should. But the diagnosis often misses the mark. Most of what gets labeled a “matrix problem” is not truly about whether the matrix organization is the correct choice.

Banks globally are accelerating investment in artificial intelligence (AI), yet many still struggle to move beyond experimentation and convert AI initiatives into sustainable enterprise value. AI adoption is increasing across customer service, operations, risk and analytics, but investment approaches often remain fragmented, with disconnected use cases competing for funding, talent and management attention. The problem is not ambition.

Artificial intelligence is rapidly redefining the future of diagnostic imaging, creating new opportunities to improve clinical outcomes, enhance operational efficiency and address growing workforce pressures. As imaging volumes continue to rise and radiology services face increasing demand, AI is evolving from a niche diagnostic tool into an integral component of the imaging ecosystem.

Australia’s Mobility Inflection Point: EV Momentum, Regional Barriers and the Next Wave of Competition Australia’s mobility market shows clear signs of moving from early adoption towards broader electrification. Electric vehicles (EVs) and hybrids are gaining share, consumers are more open to switching and total cost of ownership has reached parity with internal combustion engine (ICE) vehicles. Adoption remains uneven.

For decades, the claims function in property and casualty insurance (or “general insurance” for our European readers) has been built on a simple premise: Break the problem into parts and assign each part to a specialist. Initially, the segments were notice of loss, adjusting, medical management, litigation and repair — each step supported by a different internal team and/or vendor, each optimized independently.

One-Size-Fits-All Premium Traveler Strategy is Out Boston, MA (August 12, 2026) – Travel brands are likely missing the boat – and plane, train, etc. – on winning with premium leisure travelers, according to new research from global strategy consultancy L.E.K. Consulting. The findings challenge the travel industry’s traditional reliance on demographics and spending power, revealing that distinct customer motivations across five premium leisure traveler segments are what really drive purchases.

Many travelers book the same flight, stay in the same hotel and spend roughly the same amount on vacation. Yet they choose those experiences for very different reasons. Those reasons have become increasingly important as premium leisure — personal travel where consumers pay more for added comfort, convenience or experiences — has become one of the travel industry’s most attractive growth opportunities.

Market context: Digital assets move into the banking mainstream Digital assets are moving beyond experimentation toward practical applications across payments, custody, settlement and tokenized financial products. More constructive regulatory developments are also supporting continued investment in the infrastructure and capabilities needed to serve the emerging ecosystem. For incumbent banks, this evolution creates both opportunity and strategic risk.