Frontiers

Exploring the Digital Future of Management

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Special Report: Leading Data-Driven Change

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Do You Know What Really Drives Your Business’s Performance?

Performance topology maps offer managers a signpost pointing toward smarter strategies.

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Achieving Meritocracy in the Workplace

New research shows bias exists even in merit-based systems — but a data-centric approach can help.

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Improving Analytics Capabilities Through Crowdsourcing

Open-innovation platforms, used thoughtfully, can expand a company’s access to analytics talent.

Risk and Innovation

Finding a Lower-Risk Path to High-Impact Innovations

June 13, 2016 | Joseph V. Sinfield and Freddy Solis

Pursuing a high-impact innovation strategy can have terrific payoffs — but it’s also extremely risky, and most companies won’t do it. Yet a comparatively less risky, proactive approach that strings together “lily pads” of capability-building investments, technical and conceptual advances, and market explorations into “enabling innovations” can bring companies closer to their goal and provide a long-lasting competitive edge.

New Perspectives on Strategy

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How can a business leader make the most impact on an organization? Open access to these three MIT Sloan Management Review articles about navigating strategic decisions in today’s digital world is provided courtesy of Columbia Business School Executive Education.

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Customization and 3D Printing

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Image courtesy of Ultimaker.
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The 2016 Sustainability Report

Investing For a Sustainable Future

May 11, 2016 | Gregory Unruh, David Kiron, Nina Kruschwitz, Martin Reeves, Holger Rubel, and Alexander Meyer zum Felde

Investors see a strong link between corporate sustainability performance and financial performance — so they’re using sustainability-related data as a rationale for investment decisions like never before.

Partners in Innovation

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Achieving world-class innovation often requires creating effective partnerships with other organizations. Open access to these three MIT Sloan Management Review articles about collaborating to attain innovative outcomes is provided courtesy of PwC.

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The Era of Open Innovation

Companies are increasingly rethinking the fundamental ways in which they generate ideas and bring them to market — harnessing external ideas while leveraging their in-house R&D outside their current operations.

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Managing Crises

The New Rules For Crisis Management

Digital media have produced an explosion of nontraditional news outlets. When a crisis arises, managers must be aware of media controlled by various stakeholder groups, which may have significant influence on how the crisis evolves. Failure to recognize the power of stakeholder-controlled media has significantly affected the outcomes of past corporate crises. Companies need to know how stakeholders gained this power, how they use it, and what to do about it.

Lessons from Kunduz: Prevent Disaster by Paying Attention to the Little Picture

Debates about assigning responsibility and meting out punishment rarely address the bigger issue: how to prevent major failures from happening in the first place. Indeed, when we focus primarily on punishment, without addressing the precipitating factors—both technological and organizational — we are inadvertently exposing ourselves to risk of recurrence.

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Intelligent Machines

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Tech Savvy: When to Hire a Robot

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Putting robots to work; the state of digitization in the U.S. middle market; a yellow flag on gamification.

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MIT for Managers: Goodbye Traffic Lights?

Our biweekly exploration of new business ideas from the corridors of MIT.

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Just How Smart Are Smart Machines?

Managers today expect computing technology to augment rather than replace the work of humans.

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Sales Gets a Machine-Learning Makeover

Frontiers |

How human vigor and algorithmic rigor are joining forces in the sales function.

Why Executives Need Time to Think

The Lost Art of Thinking in Large Organizations

June 3, 2016 | Duncan Simester

Making the transition from management to leadership requires managers to exercise skills in strategic thinking — skills they don’t often get to practice in the action-oriented environment they know best. Managers moving into senior leadership must learn to embrace ambiguity and uncertainty and learn the importance of taking time to think things through.