Exploring the Digital Future of Management

Developing Your Digital Business

Don’t Confuse Digital With Digitization

“Becoming digital” is a totally different exercise from digitizing. Digitization involves standardizing business processes and is an important enabler of digital, but digitization on its own won’t make a business a digital company. Instead, a digital transformation involves rethinking a company’s value proposition. To become digital and pursue a digital vision, companies must embrace information-enriched customer solutions delivered as a seamless, personalized customer experience.

Why Your Company Needs More Collaboration

Frontiers |

What distinguishes companies that have built advanced digital capabilities? The ability to collaborate. Research finds that a focus on collaboration — both with and without technology, both within organizations and with external partners and stakeholders — is central to how digitally advanced companies create business value and establish competitive advantage over less advanced rivals.

Securing Customer and Business Data


Executing Your Strategy

Turning Strategy Into Results

September 28, 2017 | Donald Sull, Stefano Turconi, Charles Sull, and James Yoder

Businesses develop strategies to address complex, multi-layered business environments and challenges — but to execute a strategy in a meaningful way, it must produce a set of specific priorities focused on achieving clear goals. Rather than trying to boil the strategy down to a pithy statement, executives will get better results if they develop a small set of actions that everyone gets behind.

Download the Collection

“Developing a Powerful Innovation Strategy”

Get a collection of three MIT SMR articles on the benefits of employing a deliberate strategy for innovation in your business. (Registration required.)

Articles included:

How to Catalyze Innovation in Your Organization
By Michael Arena, Rob Cross, Jonathan Sims, and Mary Uhl-Bien

The Hard Truth About Business Model Innovation
By Clayton M. Christensen, Thomas Bartman, and Derek van Bever

Organizing for New Technologies
By Rahul Kapoor and Thomas Klueter

Innovation Strategy

Fahrenheit 212

Fahrenheit 212

Free download of this MIT SMR collection is brought to you by Fahrenheit 212 and Capgemini Consulting.


Upping Your Leadership Game

How to Become a Game-Changing Leader

September 8, 2017 | Doug Ready and Alan Mulally

To successfully lead major organizational transformations, executives need to align purpose, performance, and principles within their companies. Doing so isn’t easy — and requires mastery of a wide range of leadership skills.

Managing Projects Effectively


Five Rules for Managing Large, Complex Projects

Research reveals five lessons that can help executives manage big, complex projects more effectively.


The Most Underrated Skill in Management

Articulating what problem you’re trying to solve is an important (and underrated) management skill.


Protect Your Project From Escalating Doubts

Projects can lose momentum if stakeholders grow skeptical. Here’s how to avert a ‘cycle of doubt.’


The Project Management Tool You’ve Probably Never Heard Of

Branding, a process used by marketers, can also be used internally to build excitement for projects.


Seeing the Big Picture


Which Rules Are Worth Breaking?

Disrupting the status quo is often valuable, but taken too far, it can lead to ethical crises.


The Five Steps All Leaders Must Take in the Age of Uncertainty

Leaders must move beyond managing their own firms to become active influencers within broader systems.


The Flare and Focus of Successful Futurists

Forecasting is recognizing how current patterns may impact the future — and it’s a learnable skill.


Artificial Intelligence and Business Strategy

Decisions By the Numbers

When People Don’t Trust Algorithms

Frontiers |

July 5, 2017 | Berkeley J. Dietvorst, interviewed by Paul Michelman

Even when faced with evidence that an algorithm will deliver better results than human judgment, we consistently choose to follow our own minds. Why? MIT Sloan Management Review editor in chief Paul Michelman sat down with the University of Chicago’s Berkeley Dietvorst to find out.