Executive
Perspectives

The Future of Sales with AI
B2B Sales
August 2024

Introduction
We meet often with CEOs to discuss AI---a topic that is both captivating and rapidlychanging. After working with over 1,000 clients in the past year, we are sharing ourmost recent learnings in a new series designed to help CEOs navigate AI.
With AI at an inflection point, the focus in 2024 is on turning AI’s potential into real
profit.

In this BCG
Executive Perspective,
we articulate the visionand value of the futureof sales with AI

In this edition, we discuss the future of B2B sales, and the role AI will play inturbocharging growth. We address key questions on the minds of sales leaders:• How will the economics of sales change?
• How will the customer experience evolve as a result?
• How do I get started…and how do I get this right?
This document is a guide for CEOs and sales leaders to cut through the hypearound AI in B2B sales and understand what creates value now and in the
future.

1

Copyright © 2024 by Boston Consulting Group. All rights reserved.

• What will my sales team look like? Will I need a different team?

Executive summary | The Future of Sales with AI

The time to act
on AI in sales
is now

Market conditions and economics of B2B sales are rapidly changing: increased competition, evolving buyer
expectations, and economic uncertainty create a burning platform to reshape B2B sales
GenAI is a breakthrough technology that, combined with PredAI, enables a step-change from traditional sales toaugmented, assisted, and autonomous selling
There is an opportunity to drive 1.8x margin impact through revenue growth and increased efficiency
Leading players are starting to scale, so companies need to mobilize to stay competitive

Executingsuccessfully
requires atransformational
mindsetReshape B2B sales teams and roles with massive seller productivity gains, augmented by AI team members
and autonomous agents – with specific roles and scale of impact differing by industry
Reshape customer experience by breaking down functional siloes between sales, marketing, and service, andenabling new buying experiences
To successfully deploy AI in B2B sales and drive outcomes @ scale, organizations need to take a portfolio andtransformational mindset, combine GenAI and PredAI within the tech stack to enable AI team members,
and rewire the op model with a 90% focus on people and process change
Sales leaders play a critical role in driving this change, breaking down siloes between teams, and making boldinvestments in tech and upskilling
To get started, define your objectives and North Star, prioritize use cases, and start with proof-of-concepts that
demonstrate value, and scale up successive waves of capabilities while enabling the sales team2

Copyright © 2024 by Boston Consulting Group. All rights reserved.

AI will reshapeB2B sales teams
and customer
experienceIncreased
competition

Commoditization and a surge of new entrants are driving companies to invest inretaining customers via post-sales support, customer success programs, relationshipmanagement, and value-added services

Shifts in buyer
expectations

B2B buyers expect a consumer-like buying experience with ease of access to
information and quick response times, pushing sellers to offer intuitive and userfriendly buying processes

Longer sales
cycles

Decision makers are getting more complex (e.g., buying groups) and taking moretime to evaluate options, due to increased scrutiny on ROI and cost-effectiveness

More sellers involvedin sales process

Sales teams are becoming more specialized, requiring more comprehensive andintegrated sales strategies to address complex buyer needs with cross-functional
teams

More complex
channels

The ecosystem of partners and marketplaces has grown in scale and complexity
yet remains a critical channel to drive scale and efficient cost to sell

Uncertainty andbudget constraints

Rising cost of goods, economic fluctuations, and uncertainty are leading to tighter
budgets and higher scrutiny on spending from buyers while increasing costpressure on own P&Ls

… fueling the burning
platform to transform
AI can shape companies’
response to these dynamics…
• Personalize offers andexperiences• Predict churn and trigger actions• Automate routine tasks andservices...while unlocking more growthwith higher returns• Drive more effective acquisition• Unlock better cross-sell/up-sell• Reduce cost to serve
Leading players are starting toscale, so companies need tomobilize to stay competitive3

Copyright © 2024 by Boston Consulting Group. All rights reserved.

Why now | 6 key trends shaping market
conditions and economics for B2B sales …

The future of sales | Turbocharging scalable growth with AI at its core
Next (Gen)AI horizons

Age-old selling

Augmented selling

Assisted selling

Autonomous selling

Entirely seller-driven

Insight and productivity

Real-time assisted selling

Digital sales avatar

Subjective sales motion reliant
on seller initiative

Sellers armed with AI-powered
next-best action, talk tracks, andbasic workflow automation

Real-time support and assistance tosellers during customer engagements,
reshaping workflows and teams

Agents enabling auto-prospect,nurture demand, 24x7 engagement,
involving humans as needed4

Copyright © 2024 by Boston Consulting Group. All rights reserved.

Current AI horizon

Imagine a world where…

Autonomous sales agents… autonomous sales agents own sales motions from acquisition through support, for B2C
and long-tail B2B customers, enabling personalized selling at scale

GenAI-powered virtual
team members… sales teams are augmented by GenAI team members, like intelligent sales assistants,
providing personalized scripts and customer insights or virtual solution engineers, navigatingcomplex portfolios and customizations

Divergence of strategic vs.
transactional sales… virtual sales assistants take over more transactional tasks, reducing the need for humanintervention in standard transactions and freeing up time to focus on strategic and relationshipselling“Smart selling” through real-time
analytics and coaching… predictive selling becomes the norm, with automated, real-time analytics and coaching fully
integrated into sales tools, enabling agents to sell to the right customer, in the right moment withthe right offer, price, and message

AI-powered hyper-personalization… personalized offers, promos, sales pitches, and sell-in materials based on real-time buyer
behavior and data analytics are produced at 10x the speed, breaking down traditional silos
between marketing, sales, and pricing

Highly autonomous sales operations… fully automated AI systems manage much of sales operations, including targeting, leadscoring and nurturing, and forecasting, reducing errors and increasing efficiency

Revolutionized sales enablement… AI-powered coaching and scenario-based learning based on real-world insights fromeveryday sales interactions unlock step-changes in seller performance, reduced ramp-up time, anddissemination of best practices into everyday action
5

Copyright © 2024 by Boston Consulting Group. All rights reserved.

The Future of Sales

Value | 1.8x margin impact through CLV growth and GTM efficiency
Seller Joe, with a sales quota of $10K EBITDA per week ($4K loaded per week + 40% indirect sales costs )$2.7 EBITDA per$ GTM Cost

$ GTM Cost

… 50% better
acquisition1… 75% bettercross-sell2

40% increasein digitalchannels350-60% of tasks
addressed by
GenAI4~50% decreasein back-officecosts5

AI capabilities at scale,embedded in the flowof work

$1.8K
$1.2K
$2.3K

$10K

… 25%
lower
churn6Morecustomers$1.3K

Higher value
per customer

Upskilling and new ways
of working for existing
sellers

$1.4K

… 5%
expansionin margin

Realization of these types ofimpacts requires investment$18K

New talent and agile
operating model tocontinually innovate
More digital
engagement

Increased
sellerproductivity

Optimizedback office

1. Assuming 30% new vs. recurring business; 2. Assuming 10% cross-sell of full deal value; 3. Assuming 20% digital value;
4. 30 – 40% conversion of time to revenue; 5. Assuming 50% reduction in contract management, issue resolution, and data
management; 6. Assuming 10% churn rate. Source: BCG experience

User engagement
throughout the journey
to enhance adoption
6

Copyright © 2024 by Boston Consulting Group. All rights reserved.

$1.5 EBITDA per

Value | We are moving clients toward the future state and unlocking value
through cutting-edge AI solutions across the sales life cycle
Cross-industry, not exhaustive

Sales Avatar (Sophia)
Replace human touchpoint withan avatar (video+voice)• 54% uplift in sales• 26% conversion uptake

Learn

Try

Product-Need Identifier

GenAI to identify product needs based on
websites, PDFs, 3rd-party databases• 10% seller productivity boost• 33pp improved offer accuracy

Generate pictures/text for emails or sms• 5hrs/week time savings for seller

RFP Responder

GenAI agent to independently
create and measure winning RFPs

• 50% faster creation• 35% quicker comparison

Sales Buddy
Offer recommendation visualizationand call-flow guidance• 5% revenue upliftReal-Time Negotiation Support

Content Generator

Virtual AssistantReinvent the customer
experience with product recoand trial• 2x higher ROI• New customer experience

Buy

Provide agents with real time transcripts,
summaries, and recommendation on next-best
topic during customer calls

Use
Autonomous Chatbot
Suggest next-best answer toagent (based on customer
profile and product catalogue)• 54% uplift in sales• 26% conversion uptake• 2x increase in breadth of
products sold• 2x cross-sell and up-sell lift

Sales Info Assistant

Post-Call Email Generator

Customer Service Chatbot• 30-40 new cross-sell leads per rep• 3-5% EBITDA increase in pilot regions

Relationship Co-Pilot• 20% reduction in customer
service cost

Support sellers with necessary info, on
product description and application or client (GenAI
RAG: from PDFs and websites)

Generate emails based on conversation
content and outcome

Support account and relationship managers
to prepare for customer-centric conversations

Customer-facing GenAIpowered chatbot to handle queries,
basic transactions

Engineer Co-Pilot

Support solution engineers by taking incustomer and technical needs from various
input sources and develop specifications
meeting market requirements

Autonomous Agent

Sales AssistantSales Coaching

Train agents systematically and at scale based on call records, leveraging the rightargumentation and coaching skills• 15% improved seller performance
Solution Engineer

Sales Coach7

Copyright © 2024 by Boston Consulting Group. All rights reserved.

DiscoverExample use case | Sales assistant provides next-best action,
improves quality of customer conversations, and increases efficiency
Example: Industrial Goods
One-stop-shop of customer[Sanitized] including history
information,[Sanitized][Sanitized][Sanitized]

Customer Information

Customer Interaction History

Corporate Branch-

4

Segments
C15

Subsegments
Industrial Coatings

External Data
Annual Revenue
123414

StatusActiveActioned Recommendations History

Account Information

Pin to Top

Country
Australia

Chain
PolyMergeSolutions Inc

Number Of Employees
124,2355

Product Category

CDM feedback:AcceptRejectShare of Wallet
Synthtic Waxes

 5.0

Ethylacetate 4.0

Xylene 3.0

Propanol 2.0

Dentonites

 1.0

Other Inorganic Flame Retardants

Send Mail• When offering this product category, also discuss with client ourblending services

DATA DRIVEN TIPS

Description:
Synthetic waxes are a group of industrial chemicals used in the production of industrial coatings. These waxes are created through chemical processes and aredesigned to provide specific properties sot the coatings they are used in, such as gloss, hardness, and scratch resistance
Applications:• The customer buy 3 products, that are often used in end products
together with Synthetic Waxes.
• The purchase of Synthetic Waxes has been rising in your region

Pitch ideas:
Cost effective synthetic Waxes with superior performance• Customized waxes to meet specific coating requirements• Consistent quality and supply for uninterrupted production

SeasonalTrigger
Nitrites

6[Sanitized]

Alternatives:

Gap FillingTrigger

Recommendations
by AI and triggers,
with ranking

Synthetic Waxes

Natural waxes = Silicone-base additives – Polyethylene waxes

Organic Pigments

Purchase Reminders

Methylethylketone (MEK) 5.0

Expected Orders

Other Glycolethers

Product Search:

Search Product Name

7

 1.0
Description:

SearchAdditional selling tips,
including reasons why
selected by AI

SearchPolyolefin Wax

All Product Categories

Search by Product Category

Info on product category:
description, application,and pitch ideas

HOW DO WE ADD VALUE

Additives in the formulation of industrial coatings• Improving the durability and appearance of coatings• Providing protection against environmental factors such as UV radiation and moisture

Combination Product Trigger

2

High impact during 1st experiments

Immediate feedback collection
for continuous improvement

Internal Company
N

RECOMMENDATIONSCollapsible

Synthetic waxes are a group of industrial chemicals used in the production of industrial coatings. These waxes are created through chemical processes and are designed toprovide specific properties sot the coatings they are used in, such as gloss, hardness, and scratch resistance[Sanitized]

Products and SKU details,
filtered by availability

New leads on cross-sell per
sales rep every month

26%

EBITDA increase in pilot
regions expected in 20241

98%

Sales rep satisfaction andhigh adoption rates across2

Five key elements for AI buddy solution
1

Centralized
customer info

Customer info, including interactions,in single, unified interface

2

Product
recommendations

Ranked product recommendations
based on customer data and triggers

3

Comprehensive
product information

Descriptions, applications, and pitch
ideas, to support sales efforts

4Real-time feedback
and selling tips

Collection of feedback for continuous
improvement and selling tips

5

Direct access to
product details andsheets

Products and SKUs filtered byavailability, direct access to detailed
product sheets provided for customer
presentations
8

Product information:

3

30-40

Precursor: Biocide, Chemical weapons, Explosive, Marine Pollutant

Search option to get
information on otherproducts during call/visit

Format: Liquid

Available SKUs:

8[Sanitized]
SDS_Polyolefin Wax.pdf[Sanitized]

Documentation: PDS_Polyolefin Wax.pdf

Direct access to
product sheets[Sanitized][Sanitized]

1. Based on initial indicators during project/pilot
2. 98% of responses of sales-= rep are tool/logic "meets" or "exceeds" expectation in a fully anonymous survey
Source: BCG

Copyright © 2024 by Boston Consulting Group. All rights reserved.

1

How to get it right | Our perspective on winning with AI in sales• Leading with a bold vision for the future of sales

Reshaping B2B sales
teams and the customer
experience with AI

Unlockingdata and tech

Combining PredAI withGenAI to maximize value
creation

Rewiring theop modelTransforming people andoperating model forcompetitive advantage• Restructuring B2B sales teams to change the composition andintroduce AI team members to augment sellers• Redesigning the customer experience by breaking functional siloes
between marketing, sales, and service• Unlocking value with GenAI as the “next layer” to activate PredAI
decisions and precision• Accelerating scalable solutions by helping engineer the target statearchitecture, leveraging the right ecosystem of partnerships• Shaping the future sales roles and op model, and scoping the skills
and change needed• Building an AI experiment and scale muscle through build-operatetransfer

9

Copyright © 2024 by Boston Consulting Group. All rights reserved.

Reshaping todrive
outcomes

Reshaping B2B sales teams | Investment in AI will enablea change in team composition
Future
70%

Acct
ISR
Mgrs

Field
Sales

Brand Marketing

redeployed forbrand marketing40%

redeployed for
growthAcct
Mgrs

Customer Service

Sales Training
Sales Operations

ISR

Field
Sales

eCommerce Specialists

Distributor Mgmt
Customer Success• Marketing Ops – automated targeting and fast
journey tailoring, higher focus on brand marketing

Marketing Ops

KAM

KAM

Marketing Ops

Key changes

30%

Customer Successcustomer service redeployed toward
customer success80%

sales ops
redeployed todata and tech CoE

Customer Service
Sales
Training
Sales
Ops

Sales Re-skilling
Data and Tech CoE

1• KAM – more accounts per team as non-clientfacing work dramatically reduced• ISR – shift of interactions to remote settings;
many efficiencies from tech augmentation• FSR – many interactions moved to remote andAR-enabled (including demos, order taking)• Customer Success – differentiator, requires
human intervention for complex solutions• Customer Service – heavy automation throughself-serve and autonomous agents• Sales Training and Enablement – AI toautomate training, but critical change mgmt.
and re-skilling task will be differentiator• Data and Tech – many tasks automated, but
new data/tech roles required for model training,
prompt engineering, product owner

Note: Illustrative – only selected sales roles shown for directional impact
1. Original function expected to reduce headcount, and other function (e.g., brand marketing, sales re-skilling, data and tech CoE) expected to increase headcount

1

1

10

Copyright © 2024 by Boston Consulting Group. All rights reserved.

Today

Illustrative – roles and impacts
will vary by industry

Reshaping B2B sales teams | Value levers will differ acrosssales models and industries
Deep technical and product information(e.g., personalized productrecommendations, product configuration)

Customer retention anddirect digital engagement(e.g., churn prediction, virtualautonomous seller, automated callguidance and talking points)

Low

Deep customer insights forcomplex relationships(e.g., deal and commercial coaching,solution optimization and SOW generation)

Higher service level andhyper-personalization(e.g., offer/pitch personalization,
pricing optimization and approval)

Personalized, value-driven messaging
Low

High

Customer concentration
11

Copyright © 2024 by Boston Consulting Group. All rights reserved.

Precision matchingof product and customer

Relationship development andaccount plan

Product diversity

Automated customer journeys

HighReshaping B2B sales teams | New AI team members
will amplify the impact of sales teams

AI sales team supporting
the seller

CustomerOwns administrative tasks and helps
sellers engage the right customers withthe right offers, qualify, convert, andclose deals

Solution Engineer
Develops proposals and solution
configurations, provides technical input
as a part of the sales cycle

Sales Coach

Virtual Seller
Engages directly with customers from customer
identification through closure in an entirely
AI-powered channel

Provides sellers with real-time
recommendations, enables effective
practice, guides managers on where tospend time

Sales Planning andOperations
Executes sophisticatedplanning to optimize
coverage, territory design,and goal setting. Advanced
automation for deal desk,
approvals, performance
management functions

12

Copyright © 2024 by Boston Consulting Group. All rights reserved.

SellerIntelligent Sales AssistantReshaping customer experience | AI will break functional siloes
between marketing, sales, and service to better orient around the customer

Develop the content,
campaigns, and journeys toenable sellers to tailor forindividual customer journeys

Time re-deployed tosupport retention

With the help of thesales assistant, sales
teams can stay tuned
into adoption andusage and plan theright expansion plays

Learn

Try

Buy

In the time to typically do customer research, quickly
tailor automated journeys and content that align tobuyer needs and leverage seller insights

Sellers are more effective and efficient intheir core sales activities: relationship,
pipeline, and deal management

Set up relevant notifications around key issues
and adoption, tailor adoption journeys aligned
to buyer's value proposition

Use
With the help of thesales assistant, sales
teams can tailor
campaigns, engage andnurture customers

Time re-deployed tobuild upper funnel

Consolidate product, service insights;
create standard adoption plans
and QBR templates

13

Copyright © 2024 by Boston Consulting Group. All rights reserved.

DiscoverUnlocking data and tech | Combining PredAI + GenAI
to maximize value creation(Traditional) Predictive AI/ML
for decision making

GenAI for augmentation
and automation

Precision – eliminating the guess work

Productivity and performance improvement

Which client or person

Insights about sales performance

Which product

Which offer or price

Future of
Sales

Sales prep
• Sales coach• Sales collaterals
In-flight selling• RT sales advisor• Product advisor
Sales workflows• Digital content generation• RFP generation

Which channel
Automation
When

Autonomous sales agents

14

Copyright © 2024 by Boston Consulting Group. All rights reserved.

Human augmentation

Which action

Unlocking data and tech | New reference architecture as tech stackevolves to support integrated delivery of PredAI and GenAI at scale

1 Engagement Channels
2 Smart Business Layer

Sellers and Customers

Key evolutions

Existing and new engagement channels

1

Engagement Channels become tightly
integrated through the smart businesslayer, enabling sellers and customers tointeract with each other and GenAI teammembers, seamlessly flowing between
channels of choice2

Smart Business Layer adds (Gen)AI
applications and supporting
development tools powered by GenAI,
also enabling the integrated delivery of
PredAI and GenAI. Hosts the GenAI
team members

3

New (Gen)AI Layer supports secure

4

Data Layer includes new data sources(typically unstructured and of newmodalities) and the means to ingest
and use them in (Gen)AI applications

Conversational apps

(Gen)AI apps

Omnichannel(Gen)AI services

App builders

Business services

ML modelsModel platform
Data products

4

Data Layer

Operational
data services

Repository and storage
Distribution and integration

Core Transaction
Layer
Infrastructure
and CloudCRM
On-premise

ERP
Cloud

HybridTPU/GPU

New/upgraded elements
Note: The engagement channels are typically represented as part of the respective components of the smart business layer, but
we have explicitly represented them here given their importance in the sales processes

access to and use of both internallyand externally hosted foundation
models, together with any existing ML
models15

Copyright © 2024 by Boston Consulting Group. All rights reserved.

(Gen)AI Layer

Ops andmonitoring
Security3

Orchestration
E2E appvendors Model garden Foundation models

Integration

Guardrails

Unlocking data and tech | Integration across all communications modes
made possible through smart business layer and GenAI

Phone

Text

Text

Email
Collaboration and IM
Doc Creation
Mobile Experience
CRM
Integrated Apps

SellerEmailCollaboration and IM
Doc Creation
Mobile Experience
CRM
Integrated Apps

Stand-alone apps
• Attempts to create "SuperApp" as singular channel providing
all capabilities have largely failed• Integration between channels is largely point-to-point• Manual work is expected to translate and capture interactions
apart from those in text (e.g., submitting call reports from visits)
Sales engagement density• GenAI enables integration of all channels, across all modes(text, voice, image, video, etc.) via a smart business layer allowing
for easy addition of new channels• Conversations with customers and GenAI team members seamlesslytransition between channels of choice and need16

Copyright © 2024 by Boston Consulting Group. All rights reserved.

Phone

Smart Business Layer

Sellerseamless seller interactions flowing between them

Smart Business Layerand channels, large effort to coordinate across them

Future State: Integration across all channels, with

Updates and Transactional Data

Current State: Proliferation of mostly separate toolsRewiring the op model | Sales AI transformation is 90% change management
Focus on people and process rewiring while building tech, data, and AI capabilities

Typical digitaltransformation:

10%

AI

20%

Data and technology

70%

Business processchange management

90%

10%

Focus on sales
change management

Focus on technology,
data, and AI• Leadership activation: drive
enthusiasm and clear sales vision• Deploy sales technology
to the frontline• Sales team engagement: co-create
and iterate with sales reps

• Utilize sales-specific ML
models, traditional AI,
and GenAI• Executional excellence: redefinesales processes and roles• Culture and effectiveness: adapt
sales strategies and KPIs

• Integrate sales systems
and automate E2E• Training and enablement: upskill
teams and build capabilities
17

Copyright © 2024 by Boston Consulting Group. All rights reserved.

Compared with typical data-driven transformation, the success of sales
AI relies even more on change management across a sales organization

Rewiring the op model | Five pillars of sales change management
to ensure sustainable impact from AI transformations

Leadership
Activation

PeopleEngagement

Executional
Excellence

Culture andEffectivenessEnablement andTraining• Activate leadership tocreate role models forupcoming change
management• Iteratively co-create
tooling and tech with thefrontline to ensure robust
technology from the get-go• Refine salesorganizations and roles• Implement newcommunication andcollaboration tools• Implement rapid tooltraining• Equip leaders with tailoredmessaging and tools toeffectively
communicate the change
vision and benefits• Continuously refine
based on recurrent andfrequent feedback
sessions• Share progress withfrontline to foster trust in
the transformation andoutcomes of every sprint• Adapt key processes(e.g., shorter, more
dynamic, cross-functional)• Introduce gamification
features to drive peercompetition/recognition• Refine KPIs to reflect
productivity gains• Review omnichannel
collaboration including
capacity of teammembers and priority
shifts• Ensure (short-term)
incentives drive
adoption and crossfunctional/team/regional
collaboration• Reflect required
governance changes(e.g., decision input, techparticipants)• Implement user-levelmonitoring• Develop training plan(e.g., new role-play training
leveraging KPIs/alerts)• Build up (Gen) AI
champions (black belt
logic) to act as multipliersand drive changeorganically• Activate leaders andchampions in sales teams(e.g., via train-the-trainer
initiatives)

18

Copyright © 2024 by Boston Consulting Group. All rights reserved.

• Create excitement inleaders and end users by
integrating commsapproach into existingsales, global, and geo
forums across channels• Ensure responsibility for
global sales tool strategy
and roadmap

Set a clear
objective

Define business objective and value levers for your AI transformation (e.g., productivity gains,cost reduction, revenue growth), including upfront success metrics to measure impact

DefineNorth Star

Define how you will leverage AI to reshape your sales approach and map required rewiring of
op model (people, process, ways of working, etc.)

Assesstech stack

Identify maturity of tech stack, create roadmap to required target, and invest in foundational capabilities
to sustain transformation

Prioritizeuse cases

Select use cases, starting with highest-value ones to fund the journey and defining detailed action plansto seize them; start small but build to scale

Build proof
of concept

Develop proof of concept to validate value, test, and capture implications considering principles of
responsible AI

Enableyour teamCreate excitement, enable team participation, and protect learning capacity for quick upskilling andearly adoption through personalized change management plans

Develop aworkforce plan

Rapidly develop a comprehensive workforce plan to identify and close talent gaps, ensuring thenecessary skills and support are in place for the broader transformation
19

Copyright © 2024 by Boston Consulting Group. All rights reserved.

How to get started | Our perspective on the road to
unlock the value of AI in sales

Our AI offer | Helping clients reshape the future of sales

Reimagination and transformation of client's sales org
to fully profit from the new tech capabilities
Higher effectiveness and efficiency of sales reps (inside, field, KAM, …)Decision support for sales leadership and sales operations
New tech-enabled routes to market

by

Data
platforms

Enterpriseapplications

Integrations• Enablement toadvance the
AI/GenAI journey• Integrated
approach,including change
management andskills development

Modular tech assets to accelerate time-to-market,
augmenting tech stack toward target state architecture
PredAI+GenAI
assets• Co-creation from
1st day of project…

20

Copyright © 2024 by Boston Consulting Group. All rights reserved.

Fastrealizationof P&L
impactat scale•••

As a partner

NAMR

BCG Experts |Key Contacts
for the Future ofSales with AI

Phillip
Andersen

Bryan
Gauch

JapjitGhai

AudreyHawks

Matt
KalmusJustinMcBrideJohn
Merchant

MarinaNekrasova

Ben
Quirt

Jit
Tan

Matt
Ward

Alfonso
AbellaLena
David

RobertoDe Angelis

David
GalleyIgnacio
Hafner Roda

Juan Martin
Maglione

Patrick
MüllerBasir
Mustaghni

Jatin
Srivastava

Guillaume
Triclot
21

Copyright © 2024 by Boston Consulting Group. All rights reserved.

EMESA