IoT early adopters are reaping rewards in more timely, accurate, detailed, and reliable data.
A new MIT SMR and BCG initiative investigates the challenges and opportunities AI offers business.
Stephen J. Andriole
Understanding these five myths will give you a more realistic view of digital transformation.
The shrinking role of big screens heralds a change in how we communicate with devices and each other.
Manuel Cebrian et al.
Why hasn’t the proliferation of social media resulted in long-lasting social and business change?
Gerald C. Kane
Managers often lose sight of the essentials because digital business is changing so quickly.
Sen Chai and Willy Shih
Technology innovators should be wary of letting big data speak for itself.
Chris Brady et al.
Miscommunications between decision makers and data scientists are common. Enter the data translator.
Providing up-front structure for data may reduce the need to process it — and limit distortions.
Barbara H. Wixom and Jeanne W. Ross
The ability to monetize data — not hoard it — can offer competitive advantage in the digital economy.
Effective Talent Management
Ajay Agrawal et al.
To grasp how artificial intelligence will change organizations, understand how it delivers value.
Larry D. Rosen, interviewed by Frieda Klotz
Expectations of immediate responses to digital communications negatively impact productivity.
Gerald C. Kane
Companies should ignore common myths about digital talent and identify which employee skills matter.
Catherine Bailey and Adrian Madden
There’s no single formula for making work meaningful — but poor management is a universal obstacle.
Companies that overlook their employees as sources of strategic insight may find themselves losing talent – and key ideas.
Martha E. Mangelsdorf
People are more likely to follow rules if there’s more variety in the order in which they do tasks.
Today’s interconnected world requires new thinking about global strategies and opportunities. Open access to these three MIT Sloan Management Review articles about bringing a global perspective to business decisions is provided courtesy of Harvard Business School Executive Education.
William R. Kerr
Companies entering global markets should identify an approach that best suits their business model.
Srivardhini K. Jha et al.
A successful innovation developed by Cisco’s R&D unit in India offers practical insights.
Chris Carr and David Collis
To decide whether to pursue a global strategy, you need to examine industry dynamics.
Should You Change Business Models?
December 2, 2016 | Daniel Cohen and Joshua S. Gans
In a fast-changing digital landscape, companies shouldn’t wait too long to reconfigure their offerings — but they also should be wary of moving to an untested technology too soon. Monitoring trends in related industries and identifying high-potential startups for acquisition helps to ensure appropriate timing for business model changes.
Building Innovation Partnerships
Even as multinationals struggle to make inroads in emerging markets, companies from those markets are finding ways to compete in Europe and the U.S. A case in point is Huawei, a Chinese telecommunications company, which has used strategic partnerships to gain ground in Europe. Huawei’s overseas expansion closely resembles the strategy the company used to build its position in China: Start at the perimeter and work toward the center.
F. Asís Martínez-Jerez
In fast-changing markets, some companies are developing flexible, adaptive strategic partnerships to leverage the resources of both customers and suppliers. Incentive arrangements focus partners on joint value creation, and companies are sharing information extensively to solve problems together. These partnerships make the most sense when the product or service is of strategic importance to the customer, when the vendor has superior expertise and when there is uncertainty in the relationship.