Venkat Atluri, Peter Dahlström, Brendan Gaffey, VÃctor GarcÃa de la Torre, Noshir Kaka, Tomás Lajous, Alex Singla, Alexander Sukharevsky, Andrea Travasoni, and Benjamim Vieira
The emergence of generative AI (gen AI) presents both a challenge and a significant opportunity for leaders looking to steer their organizations into the future. How big is the opportunity? McKinsey research estimates that gen AI could add to the economy between $2.6 trillion and $4.4 trillion annually while increasing the impact of all artificial intelligence by 15 to 40 percent. In the technology, media, and telecommunications (TMT) space, new gen AI use cases are expected to unleash between $380 billion and $690 billion in impact—$60 billion to $100 billion in telecommunications, $80 billion to $130 billion in media, and about $240 billion to $460 billion in high tech. In fact, it seems possible that within the next three years, anything not connected to AI will be considered obsolete or ineffective.
Some leaders are moving to seize the moment and implement gen AI in their organizations at scale, but others remain in the pilot stage, and some have yet to decide what to do. If companies are to remain competitive and relevant in the coming years, it is essential that executives understand the potential impact of gen AI and develop the strategies necessary to incorporate it into their operations. Such strategies would involve an AI-native transformation, focused on building and managing the adoption of gen AI. McKinsey has conducted extensive research into how to embed gen AI to ensure that the technology delivers meaningful value. We’ve also spent much of the past year working with clients to create and then implement gen AI road maps. That combination of research and hands-on experience has allowed us to identify more than 100 gen AI use cases in TMT across seven business domains.1
Our experience working with clients already indicates the potential for telcos to achieve significant impact with gen AI across all key functions. The largest share of total impact will likely be in customer care and sales, which together would account for approximately 70 percent of total impact; network operations, IT, and support functions would round out the rest. The technology already is showing meaningful impact in enhancing interactions between employees and customers: the personalization of products and campaigns, improvements in sales effectiveness, and a reduction in time to market can spark a potential revenue increase of 3 to 5 percent. Customer care interactions—where as much as 50 percent of activity could be automated—have potential for a 30 to 45 percent increase in productivity while improving the customer experience and customer satisfaction scores.















