Bernd Schmitt (Columbia University), interviewed by Frieda Klotz
In the future workplace, humans may supplement the skills of machines — and not the other way around.
What’s happening this week at the intersection of management and technology.
Algorithms are fundamentally redefining the roles of worker and manager.
Bidhan L. Parmar and R. Edward Freeman
Behind every piece of code that drives our decisions is a human making human judgments about what matters and what does not.
Rita Gunther McGrath
Traditional hierarchies are giving way to market forms of organizing that will recast the role of management.
We are on the cusp of a major breakthrough in how organizations collect, analyze, and act on knowledge.
New: The 2016 Digital Business Report
July 26, 2016 | Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron, and Natasha Buckley
Digitally savvy executives are already aligning their people, processes, and culture to achieve their organizations’ long-term digital success.
Special Report: Leading Data-Driven Change
Performance topology maps offer managers a signpost pointing toward smarter strategies.
Emilio J. Castilla
New research shows bias exists even in merit-based systems — but a data-centric approach can help.
Joseph Byrum and Alpheus Bingham
Open-innovation platforms, used thoughtfully, can expand a company’s access to analytics talent.
Download a free MIT Sloan Management Review article on how open-innovation platforms, used thoughtfully, can expand a company’s access to analytics talent. Registration required.
Free download of this MIT SMR article is brought to you by SAS.
What do executives need to know to become better strategists? Open access to these three MIT Sloan Management Review articles about mastering the art of setting strategy is provided courtesy of Stanford Graduate School of Business.
Shardul Phadnis et al.
New research finds scenario-based decision making helps increase executives’ strategic flexibility.
David B. Yoffie and Michael A. Cusumano, interviewed by Martha E. Mangelsdorf
How can executives develop their skills as strategists? One way is to learn from the masters.
Christopher B. Bingham et al.
Managers must figure out when it’s best to pursue strategies of position, leverage or opportunity.
Innovation starts with great ideas. Open access to these three MIT Sloan Management Review articles about the idea-generation process is provided courtesy of PwC.
Salvatore Parise et al.
There’s a link between the amount of diversity in employees’ Twitter networks and the quality of their ideas.
Joseph V. Sinfield et al.
Managers can’t afford to rely on haphazard, hit-or-miss approaches to idea generation.
Generating good innovation proposals from within the ranks of the organization is only the beginning. The more difficult part is creating a selection process that identifies which ideas to implement.
Managing Intellectual Property
David Michael et al.
All too often, companies from emerging and established economies talk past each other when discussing intellectual property. The result is that often fail to consider all their options for a productive collaboration. The authors detail five ways that companies can structure such IP partnerships, and say that it’s important for a company to choose the one that’s the best fit for the project: “The choice of IP business models is a strategic decision, not merely a legal matter.”
David Lopez-Berzosa et al.
Bringing high-tech inventions built on patented technologies to market can be complicated and risky. The threat of added costs from patent infringement lawsuits has led technology companies to pool their talents — and patents — in technology consortia. Joining a tech consortium requires managers to weigh intellectual property value against the value of future collaborations and assess the consortium’s pros and cons for innovation, competition, and market creation.
Finding Metrics That Matter
Vincent O’Connell and Don O’Sullivan
Do nonfinancial metrics accurately reflect performance? That depends on what you measure — and how.
The blinders and focus that work well to optimize the details of a problem may prevent managers from seeing other options.
Neil T. Bendle and Charan K. Bagga
Despite their importance, five popular marketing metrics are regularly misunderstood and misused.
Nicholas Bloom (Stanford University), interviewed by Frieda Klotz
Stanford economist Nicholas Bloom’s study of 30,000 firms identifies the practices common to well managed operations.
Is Your Work Meaningful -- or Meaningless?
June 1, 2016 | Catherine Bailey and Adrian Madden
When employees find their work meaningful, there are myriad benefits for their productivity — and for their employers. Managers who support meaningful work are more likely to attract, retain, and motivate the talent they need to ensure future growth. But can companies ensure this experience for their employees? A groundbreaking study identifies five factors that support meaningful work — and the seven management sins that can destroy it.
Paul J.H. Schoemaker and Steven Krupp
Asking the right questions can help you broaden your perspective — and make smarter decisions.
Management still requires a human touch, no matter how smart our machines have become.
Felipe A. Csaszar and Alfredo Enrione
Research offers insights into when trying to reach consensus is the right course, and when it isn’t.
A willingness to ask for advice on difficult problems can increase your perceived competence.
Robin M. Hogarth and Emre Soyer
Simulations can help shrink the gap between what analysts try to explain and what decision makers understand.
The overconfidence of presumed expertise is counterproductive. Instead, data trumps intuition.