McKinsey & Company, Senior Partner and a Global Leader of QuantumBlack, AI by McKinsey
Chicago, Illinois, United States
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About
Senior Partner at McKinsey & Company | A Global Leader of QuantumBlack, AI by McKinsey | USA Today National Best Selling Author | Advisor, Mentor, and Advocate for AI, Innovation, and Sustainability
Alex Singla is a senior partner at McKinsey & Company and a Global Leader of QuantumBlack, AI by McKinsey. In these roles, he helps companies transform by moving digital, data, and AI initiatives from pilot to full-scale adoption. He embeds change management and capability building as core elements of every transformation to ensure sustainable and measurable improvements in the business.
He has led QuantumBlack’s expansion into a recognized global leader in AI, broadening its reach across industries and geographies and shaping its work at the intersection of AI, data engineering, and business transformation.
He regularly speaks on technology and AI and has presented at more than 30 conferences. His perspectives have been featured in The Wall Street Journal, The New York Times, Fortune, Forbes, and other leading publications. He is a co-author of Rewired: The McKinsey Playbook on How Leading Companies Win with Technology and AI, a USA Today national bestseller and Publishers Weekly bestseller.
With more than 25 years of experience, Alex advises clients on strategy and large-scale enterprise transformations, with deep expertise in service operations, distribution, end-to-end customer journeys, risk and claims management, marketing, and cost performance.
Alex holds an MBA from the University of Chicago Booth School of Business and a BS from the University of Illinois at Urbana-Champaign. Outside of work, he mentors founders in the Creative Destruction Lab program at the University of Wisconsin–Madison and serves on the Advisory Council for the University of Chicago Booth’s Center for Applied AI (CAAI). He is passionate about the practical and responsible application of AI in business.
Experience
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McKinsey & Company
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Center for Applied AI’s (CAAI) Advisory Council Member
The University of Chicago Booth School of Business
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Arthur Andersen & Co.
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Education
Volunteer Experience
Skills
Publications
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Why digital trust truly matters
McKinsey & Company
Companies that are good at building digital trust are also more likely to experience the best financial performance. We wondered if the reason for this is that these companies simply execute better and that sound execution results in trust. Our survey of more than 1,300 business leaders and 3,000 consumers globally suggests the difference in the nature and number of their goals, as well as their commitment to most best practices, suggest a deliberate focus on a trust-building strategy and on…
Companies that are good at building digital trust are also more likely to experience the best financial performance. We wondered if the reason for this is that these companies simply execute better and that sound execution results in trust. Our survey of more than 1,300 business leaders and 3,000 consumers globally suggests the difference in the nature and number of their goals, as well as their commitment to most best practices, suggest a deliberate focus on a trust-building strategy and on performing with superior resilience during periods of great disruption.
Establishing trust in products and experiences that leverage AI, digital technologies, and data not only meets consumer expectations but also could promote growth.Other authors -
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Aon CEO Greg Case: Resilience protects, but it also promotes growth
McKinsey & Company
See publicationMcKinsey recently hosted a virtual leaders’ summit on building resilience in uncertain times. Among the guest speakers was Greg Case, CEO of Aon, a global professional-services firm. I interviewed Greg, who is also a member of the company’s board of directors and serves on multiple boards externally.
We discussed how senior leaders are sharpening their focus on resilience. Covering questions such as:
What makes some companies so much more resilient than others? How can we build…McKinsey recently hosted a virtual leaders’ summit on building resilience in uncertain times. Among the guest speakers was Greg Case, CEO of Aon, a global professional-services firm. I interviewed Greg, who is also a member of the company’s board of directors and serves on multiple boards externally.
We discussed how senior leaders are sharpening their focus on resilience. Covering questions such as:
What makes some companies so much more resilient than others? How can we build resilience into our organizations? How should we think about potential trade-offs between resilience and more immediately obvious benefits such as speed, efficiency, and cost? -
The state of AI in 2021
The results of our latest McKinsey Global Survey on AI indicate that AI adoption continues to grow and that the benefits remain significant— though in the COVID-19 pandemic’s first year, they were felt more strongly on the cost-savings front than the top line. As AI’s use in business becomes more common, the tools and best practices to make the most out of AI have also become more sophisticated.
We looked at the practices of the companies seeing the biggest earnings boost from AI and…The results of our latest McKinsey Global Survey on AI indicate that AI adoption continues to grow and that the benefits remain significant— though in the COVID-19 pandemic’s first year, they were felt more strongly on the cost-savings front than the top line. As AI’s use in business becomes more common, the tools and best practices to make the most out of AI have also become more sophisticated.
We looked at the practices of the companies seeing the biggest earnings boost from AI and found that they are not only following more of both the core and advanced practices, including machine-learning operations (MLOps), that underpin success but also spending more efficiently on AI and taking more advantage of cloud technologies. Additionally, they are more likely than other organizations to engage in a range of activities to mitigate their AI-related risks—an area that continues to be a shortcoming for many companies’ AI efforts.Other authors -
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How to extract maximum value from a zero-based design approach to customer journeys
McKInsey & Company
Companies finding success in transforming their customer journeys are discovering that four practices are critical.
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The next-generation operating model for the digital world
McKinsey & Company
Companies need to increase revenues, lower costs, and delight customers. Doing that requires reinventing the operating model.
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Transforming operations management for a digital world
McKinsey & Company, Inc.
When combined, digital innovation and operations-management discipline boost organizations’ performance higher, faster, and to greater scale than has previously been possible.
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Video: Customer experience - the right focus
McKinsey & Company, Inc.
See publicationInstitutions often think of growth, cost, and customer experience as three different areas of focus. In fact, focusing on the customer can be a better way to improve performance on all three.
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Video: Do the customer-experience math
McKinsey & Company, Inc.
See publicationWhen viewed from a customer-back perspective, institutions have multiple chances to build customer satisfaction.
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Transforming expert organizations
McKinsey & Company, Inc.
Improving operations and client experience in B2B organizations is hard because they rely so heavily on highly skilled experts. But those experts can also be the source of a solution.
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Building a Culture of Continuous Improvement in Insurance
After years of often intense change, insurers in North America are facing a new set of challenges that their previous investments may not be able to solve. They need more flexible technology—and tighter cost controls. They need higher performance from their workforce—and more employee engagement. They need to retain current talent—and acquire entirely new capabilities in data analysis, mobile technologies and social media. And they need to protect their current competitive advantages, while…
After years of often intense change, insurers in North America are facing a new set of challenges that their previous investments may not be able to solve. They need more flexible technology—and tighter cost controls. They need higher performance from their workforce—and more employee engagement. They need to retain current talent—and acquire entirely new capabilities in data analysis, mobile technologies and social media. And they need to protect their current competitive advantages, while rethinking business models and launching new ideas.
Each of these challenges is essentially a question of capacity. In working with some of the world’s largest insurers, McKinsey has found that the most reliable and sustainable forms of capacity increases come not from quick cost or performance initiatives, or even from redesigning business processes. Instead, capacity grows as a result of improvements that flow from a culture that
continually assesses what clients value, how the institution can provide that value, and what changes it must undertake to make it all come together.Other authors -
Honors & Awards
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USA Today National Best Selling Author
USA Today
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