Ana Kreacic is a Partner and Chief Knowledge Officer of Oliver Wyman and the Chief Operating Officer of the Oliver Wyman Forum – the hub for Oliver Wyman’s flagship research and a platform for engaging business, public policy, and societal leaders to act on shared challenges.
Ana is known for her ability to blend customer insight with business strategy and leadership effectiveness. She successfully steers companies to create new business and operating models and become more customer and employee-centric organizations. Her current work explores the opportunities, uncertainties, and challenges stemming from changing consumer and workforce needs and behaviors, including how these are shaped by future generations. She regularly convenes senior leaders across sectors to discuss pressing issues and high impact solutions.
A frequent speaker and author, Ana’s work has been featured in the World Economic Forum, Wall Street Journal, and MIT Sloan, to name a few. She has over 20 years of consulting and operating experience with companies globally in corporate strategy, organizational effectiveness and new business start-ups. She serves on Oliver Wyman’s Americas Leadership Team and its Global Inclusion & Diversity Council.
Ana is passionate about empowering women, mentoring, refugee and immigrant causes, and education. She is the Executive Sponsor of the Women of Oliver Wyman Employee Resource Group and sits on Oliver Wyman’s Americas Leadership Team and the Global Inclusion & Diversity Council. She previously served on the boards of Upwardly Global and the Stamford Symphony Orchestra.
Having lived across the globe, Ana is fluent in English, Slovene, Serbian/Croatian, Spanish and French. Ana holds an MBA from the Wharton School of the University of Pennsylvania and a B.A. in Economics, magna cum laude with high honors, from the University of Maryland.
La realización personal ya es la segunda prioridad en el trabajo. Para las empresas, medirla y responder a ella es el nuevo imperativo del acuerdo laboral.
Workers in developing markets are more satisfied with their senior leaders than workers in developed markets. Here are five things we can learn.
A new survey of 300,000 people worldwide reveals personal fulfillment is now the second workplace priority. Measuring it and catering to it should be a business priority.
Aunque salir primero en la carrera de la IA no garantiza la victoria, hay mucho que se puede aprender de estas experiencias pioneras.
While winning the first lap of the AI race doesn’t guarantee victory, there is much that other companies worldwide can learn from these AI frontrunners.
Over the last five years, this generation of leaders was tested in resilience, CEO's must now call on this muscle to steer them through an uncertain world.
With less than half of CEOs having a enterprise-wide AI strategy, companies must focus on where GenAI can make gains in transforming the workforce and customer experience
Global female labour force participation is currently 67.1%, compared with 81% for men – but both government policies and private sector actions can move the needle
Businesses the world over are investing in and integrating Generative AI into their workflows. Here are 5 ways they can ensure the transition is a success.
Las mujeres ya se están quedando atrás en la IA generativa en el trabajo, pero las empresas tienen el poder de cambiar eso. Esto es fundamental cuando se trata de la Generación Z.
Women are already falling behind on generative AI in the workplace — but companies have the power to change that. This is critical when it comes to Gen Z.
The rapid spread of generative AI in the workplace has created significant challenges for businesses including employee misuse as well as skills gaps.
Gen Zers expect fair pay, inclusive policies, and transparency – and when those attributes don’t materialize, they leave. Read to learn how they impact equity.
Para incorporar con éxito a la Generación Z a la fuerza laboral, los reclutadores deben escuchar sus deseos y necesidades y hacer todo lo posible por adaptarse a ellos.
To successfully bring Generation Z into the workforce, recruiters must listen to their wants and needs and do their best to accommodate them.
