点击图片，了解科尔尼百年发展史 世界移动通信大会（MWC）向来是新技术的展示舞台，而今年在巴塞罗那的行业探讨，却折射出更 深层次的行业变革。从运营商专题论坛、技术发布到全行业交流，一个核心主题愈发鲜明： 电信行 业正步入技术创新、经济竞争力与地缘政治考量深度交织的新阶段。 2026年世界移动通信大会并未涌现单一的主导趋势，而是揭示了一系列将塑造行业未来十年发展的结 构性变革。 1. 数字主权成为基础设施核心战略 数字主权是本届大会被提及最频繁的概念之一，而相关探讨也已发生深刻演变。这一曾被定义为政 治或监管目标的理念，如今正被越来越多的人视作一项基础设施战略。 对光纤网络、人工智能计算集群、云平台、边缘基础设施、数据中心及卫星通信等数字基础设施的 掌控，正成为决定经济体竞争力的核心因素。 欧洲在这一领域面临着尤为严峻的挑战：该地区的数字基础设施存在巨大投资缺口，却在云服务和 人工智能能力上高度依赖全球超大规模云服务商。正如电信行业高管在大会期间反复强调的， 数字 主权并非追求技术孤立，而是要确保关键基础设施和核心能力始终处于战略可控的状态。 对于运营商而言，核心问题已不再是简单的网络部署，而是如何打造并掌控更 ...

请注意 在快速变化的商业世界里，真正重要的不是标准答案，而是不断探索与拆解问题的能力。也许你 是课堂上总爱追问"为什么"的那个人，或是和同学多角度深度讨论后仍意犹未尽的一员，又或是 在社团、项目中不断尝试新可能的行动派——如果你对未知充满好奇，渴望用理性与洞察参与真 实的商业决策，那么科尔尼2026暑期实习项目正在向你发出邀请。 无论专业背景，在这里你将与一群同样优秀、有趣的伙伴并肩作战，在真实项目与高强度协作中 快速成长，用思考点亮未来、用行动创造可能。这个夏天，让我们一起出发，让属于你的那束 光，真正闪耀。 申请条件 Hot 2027年毕业的国内外领先高校在校生，专业不限 本科学士、研究生硕士、博士学历学位在读 有较强的逻辑思考能力、数据分析能力 良好的沟通协调能力和团队合作精神 01 1 2 3 4 出色的中、英文双语能力 工作地点：上海或客户所在地 申请者需为中国国籍或者持有在上海实习、工作的合法证件 申请材料 Hot 1. 中、英文简历 (PDF版本，简历中需要有就读高校信息、毕业年/月、实习经历、GPA等成绩排名 信息、获奖情况、英语成绩) 2. 成绩单 申请方式 Hot 请同学们于 北京时间20 ...

点击图片，了解科尔尼百年发展史 全文首发于《财经杂志》 2026 年 3 月 18 日，编辑：杨立赟 "为什么你又买了？"——复购，是消费者对产品的认可，是消费企业追求的重要商业成果之一。复 购的背后是情绪消费独特的"魔力"，无论是盲盒抽到隐藏款那一瞬间的激动，还是直播间蹲到限定 联名款带来的成就感，都折射出当下消费逻辑的深层变化：当基本的衣食住行已得到满足，消费正 在沿着一条"新的马斯洛曲线"向上迁移，逐步指向情绪价值、归属感与自我认同。 在这一背景下，"情绪消费"不再只是营销噱头，而成为引爆新商品经济的 "隐藏开关"——它回应的 是消费者在身份认同、情感连接、情绪释放等维度的多元需求。科尔尼以IP周边经济为切入口，系 统拆解其背后的"情绪密码"，并梳理情绪如何被转化为持续的商业动能。 情绪密码：IP联名如何精准收割"心动"？ 中国 IP 衍生品市场正处于快速发展阶段，已成为文化消费中最具活力的细分领域之一。2025 年中国 IP 衍 生品市场规模约为 5000 亿元人民币，预计到 2028 年将增长至约 7500 亿元，年复合增长率约为 11%。其 中，IP 实体商品（如玩具、服饰及配饰等）增长更快，预计 ...

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Core Insights - The article emphasizes the importance of emotional consumption as a key driver for expanding domestic demand and boosting consumption in China, highlighting a shift from functional needs to emotional value in consumer behavior [7][18]. Group 1: Market Growth and Trends - The Chinese IP derivative market is projected to reach 500 billion RMB by 2025 and 750 billion RMB by 2028, with a compound annual growth rate of approximately 11%. The top five categories, including toys, clothing and accessories, and food and beverages, contribute about 65% of the sales revenue from IP physical goods [5]. - The government work report has prioritized the construction of a strong domestic market, with a focus on stimulating consumer spending through policy measures aimed at enhancing residents' consumption motivation [7][18]. Group 2: Emotional Consumption and Policy Implications - The transition towards emotional consumption is seen as a structural change in the Chinese market, where consumers increasingly seek emotional resonance, identity recognition, and experiential value [7][9]. - The article suggests that policies should respond to this trend by creating emotional consumption scenarios, which are crucial for activating domestic demand [7][9]. Group 3: Internationalization and Supply Chain - Chinese companies are encouraged to leverage their mature domestic supply chains and digital capabilities to enhance their offerings in overseas markets, thereby creating new growth points for consumption abroad [10]. - The globalization strategy is expected to foster domestic industrial upgrades, creating a virtuous cycle of "dual circulation" between domestic and international markets [10]. Group 4: Enhancing Foreign Investment Confidence - To attract and utilize foreign investment effectively, it is essential to enhance the predictability and executability of policies, translating macro policies into specific, actionable measures [11][23]. - Recommendations include providing clear compliance guidelines, reasonable transition periods, and improving cross-departmental coordination to reduce compliance costs for foreign enterprises [11][23].

科尔尼服务于全球顶尖技术创新企业及《财富》世界500强中四分之三的企业客户，这一独特优势让我们 得以亲身体察 人工智能如何重塑企业运营模式 。本报告汇集了来自科尔尼高管与科尔尼联盟合作伙伴的 观点，解读2026年的人工智能发展趋势。 内容概要 历经多年的试点项目与生产力优化实验，企业的人工智能发展愿景与落地执行之间已出现显著鸿沟。标普 全球市场情报的数据显示， 去年有46%的人工智能概念验证项目 在正式部署前便宣告终止 。 那些成功突破这一困境的企业，都采用了一种共同的策略：构建一体化决策架构，在整个价值链中实现持 续的感知、推理与行动。 企业的竞争优势， 源于其能否智慧地协调人类专业能力、专有数据与自主系统，从而实现可持续的商业 价值创造。 2026年，企业的人工智能应用理念正发生根本性转变， 三大趋势的融合推动着这场变革 ： 成功将合规、透明的人工智能嵌入核心工作流的企业，将在业务增长、运营效率与抗风险能力上实现前所 未有的提升。对于所有立志于成功落地人工智能的企业而言，制定能够体现发展进度的核心指标、建立清 晰的基准线，并持续追踪成果，是至关重要的举措。 智能体人工智能重塑企业运营模式 人工智能智能体市 ...

成功的企业转型都是从诊断开始 市场变化的速度，往往超过大多数组织的适应能力。战略不断迭代，业务组合持续调整，技术带来颠覆 性变革，成本压力日益攀升，人才的期望也在发生转变。 然而在许多企业内部，真正决定工作如何落地的运营模式，其变革速度却慢得多。 这就导致企业的战略目标与组织架构的实际交付能力之间，逐渐形成一道业绩鸿沟。 多数企业领导者能感知到这道鸿沟的存在，却鲜有能力对其进行量化衡量，更少有人知晓该从何处率先 着手破解。这也是为什么运营模式转型不应始于重新设计，而应始于诊断分析。 运营模式为何逐渐偏离战略统一 运营模式极少会突然失效，而是在发展中慢慢偏离轨道。久而久之，一次次微小的调整不断累积，最终 演变成组织的结构性复杂问题： 这些问题单独来看尚可应对，叠加在一起却会让整个运营模式与战略严重脱节，表现为： 这是系统性问题，无法仅凭直觉解决。 传统评估方式的短板 许多企业仍通过访谈、研讨会或管理层主观判断的方式评估运营模式。这些方式虽能促进内部沟通，却 往往无法实现以下目标： 缺乏这些基础，企业转型要么陷入"面面俱到、无所适从"的困境，要么局限于"仅优化单一流程"的狭隘 视角。领导者真正需要的，是一套结构化 ...

Core Insights - The fast-moving consumer goods (FMCG) industry is facing dual challenges of stagnant sales growth and increasingly discerning consumer demands, with many large companies exploring the practical value of AI in uncovering new growth avenues and making market-leading decisions [1][2] - Successful FMCG companies have historically been adept at capturing shifts in consumer demand and acting decisively through scalable and commercially impactful innovations, but recent years have seen a stagnation in innovation cycles, allowing smaller challengers to redefine consumer shopping and consumption patterns [1][3] - Despite having more data and analytical tools than ever, only a few companies are making market-moving decisions, leading to stagnant or declining sales for many brands over the past three years, forcing them to rely on price increases to maintain revenue and profit [2][3] Challenges in Growth Management - Four core constraints are limiting growth in the FMCG sector: pseudo-incremental innovation, lack of execution despite planning, increased complexity in collaboration, and data overload without actionable insights [3][4][5][6][9] - Many leading FMCG companies have invested years in building "growth operation systems" but still face decision-making stagnation and slowed progress when cross-functional collaboration is required [6][8] - The proliferation of data has not translated into insights due to departmental silos, complicating the definition of market "truth" and increasing the difficulty of decision-making and action [10] AI's Core Value Proposition - AI's value extends beyond automation; it enhances cognitive capabilities within companies, helping them break traditional thinking and eliminate internal operational barriers [11][12] - AI can deeply analyze multi-dimensional data sources to uncover shifts in product categories and consumer decision-making criteria, enabling companies to identify new growth opportunities [13] - By integrating early demand signals with business economic models, AI quantifies the potential scale and profitability of new avenues, as exemplified by Unilever's use of AI to identify ice cream demand peaks, resulting in a 30% sales increase [15] Redefining Growth Leadership - AI will not replace growth executives but will redefine the essence of growth leadership, requiring leaders to master new capabilities [18] - Growth leaders will transition from being decision-makers to interpreters of insights, focusing on the value of AI outputs and aligning them with the company's strategic positioning [19] - The role of growth leaders will evolve from managing teams to leading an ecosystem that includes humans, AI agents, and partners, ensuring coherent decision-making and collaboration [23] Conclusion - AI can expand the growth boundaries for FMCG companies, enabling them to break down traditional thinking and departmental barriers, fostering a more action-oriented approach to growth decisions [25] - Successful growth-oriented companies and leaders are leveraging AI tools to challenge industry norms and drive their teams beyond conventional thinking, emphasizing the continued importance of growth executives in setting goals and making significant decisions [25]

Core Insights - Kearney announced the acquisition of Silicon Foundry, a consulting and venture advisory firm based in San Francisco, enhancing Kearney's capabilities in connecting large enterprises with cutting-edge startups and technologies [3][8] - Silicon Foundry aims to bridge the gap between established companies and emerging technologies, focusing on helping clients understand and leverage external innovations [5][7] - The partnership with Kearney allows Silicon Foundry to scale its impact and provide high-value solutions globally, leveraging Kearney's extensive network and consulting expertise [9][11] Company Overview - Silicon Foundry was founded 12 years ago in the heart of the San Francisco tech and finance ecosystem, with a team of experts who have backgrounds as entrepreneurs and strategic advisors for Fortune 500 executives [4][5] - The firm focuses on co-creating and incubating new enterprises with clients, evolving into a professional consulting service aimed at multinational corporations and executives [5][6] Unique Value Proposition - Unlike traditional consulting models, Silicon Foundry is designed to connect enterprises with frontier technologies and entrepreneurs, filling a critical gap in the market [7][9] - The firm acts as an intellectual extension of client management, providing customized transaction strategies, strategic networks, and real-time market insights [13][15] Collaboration with Kearney - The collaboration creates a seamless end-to-end innovation service system, combining Silicon Foundry's focus on identifying emerging trends and Kearney's execution and optimization capabilities [15][16] - This partnership enables both firms to support clients in investments, mergers, strategic alliances, and pilot projects, capturing measurable innovation value [11][12] Industry Trends and Future Outlook - AI is transforming various industries, including pharmaceuticals and supply chain management, by significantly reducing costs and improving efficiency [19][20] - In the next two years, generative AI will automate data analysis and enhance decision-making processes across sectors, while collaborative robots will continue to improve productivity and safety [22][24] - Looking ahead five years, autonomous intelligent agents will emerge, capable of independent reasoning and task execution, fundamentally changing workplace dynamics [24][28] Strategic Mindset for Companies - Companies must adopt a growth mindset and focus on adaptability to navigate rapid changes and leverage innovation for sustainable growth [30][32] - Collaborating with startups and research institutions will provide new perspectives and strengthen transformation thinking within organizations [32][33]

Core Insights - The global chemical industry is experiencing a structural transformation in M&A activities, driven by portfolio pressures and operational execution capabilities rather than cyclical recovery or financial leverage [1][5][32] - In 2025, global chemical M&A activity showed signs of stabilization, with a year-on-year growth of 18%, surpassing the seven-year historical average [1][3] - The recovery in M&A is characterized by a concentration of large strategic transactions, with the top four deals accounting for 40% of the total M&A volume [3][4] Group 1: M&A Trends and Dynamics - The M&A landscape is increasingly selective, with a few large transactions driving overall growth while basic transaction activities remain stable [3][4] - Financial investors have seen a significant rebound in transaction activity, nearly doubling year-on-year, but this growth is primarily due to a few large investment projects [4][10] - North America and Europe dominate M&A activity, driven by restructuring and asset divestiture transactions, while Asia continues to support non-large transactions through local industry consolidation [4][15] Group 2: Regional Performance and Outlook - North America saw a 9% year-on-year increase in M&A activity, reaching $51.5 billion, with financial investors accounting for 23% of the total [19][21] - Europe experienced a 14% increase in M&A activity, totaling $38.8 billion, with financial investors leading 56% of the transactions [21][22] - Asia's M&A activity grew by 16% to $34 billion, primarily driven by local players, with over 90% of transactions coming from domestic buyers [25][26] Group 3: Strategic Focus and Value Creation - The focus for M&A in 2026 will shift towards operational improvements, with 61% to 84% of executives identifying product pricing optimization and structural adjustments as key value creation methods [13][14] - The success of M&A transactions will increasingly depend on the ability to manage complex situations and execute operational changes effectively [14][32] - Investors are advised to focus on assets with improvement potential, particularly those that can enhance profitability through operational management and strategic positioning [33][34]