Frontiers

Exploring the Digital Future of Management

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Are You Ready for Robot Colleagues?

In the future workplace, humans may supplement the skills of machines — and not the other way around.

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Ethics and the Algorithm

Behind every piece of code that drives our decisions is a human making human judgments about what matters and what does not.

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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.

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.

Crafting Successful Strategies

Open access brought to you by GSB_EXECED-90

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.

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Mastering Strategy

How can executives develop their skills as strategists? One way is to learn from the masters.

Courtesy of Under Armour

Which Strategy When?

Managers must figure out when it’s best to pursue strategies of position, leverage or opportunity.

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Creativity and Idea Generation

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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.

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The Discipline of Creativity

Managers can’t afford to rely on haphazard, hit-or-miss approaches to idea generation.

Image courtesy of Flickr user Spigoo.

Is Your Company Choosing the Best Innovation Ideas?

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.

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Managing Intellectual Property

Developing Effective Intellectual Property Partnerships

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.”

Navigating the Patent Minefield Through Consortia

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.

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Finding Metrics That Matter

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Are Nonfinancial Metrics Good Leading Indicators of Future Financial Performance?

Do nonfinancial metrics accurately reflect performance? That depends on what you measure — and how.

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Avoiding Analytical Myopia

The blinders and focus that work well to optimize the details of a problem may prevent managers from seeing other options.

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The Metrics That Marketers Muddle

Despite their importance, five popular marketing metrics are regularly misunderstood and misused.

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Can You Measure Leadership?

At top companies, where the inspired use of metrics helps to identify potential leaders and develop their skills, the answer is yes.

Getting Product Development Right

Why Great New Products Fail

March 15, 2016 | Duncan Simester

Many innovative new products don’t succeed. One common reason: Companies don’t focus on understanding how customers make purchase decisions. But paying attention to how customers search for information about what to buy, and how they make guesses about details they can’t easily find, helps predict whether customers will embrace certain product innovations. Companies need to focus on innovations that customers will easily recognize or find ways to alert them to innovations they may not detect on their own.

Making Better Decisions

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When Consensus Hurts the Company

Research offers insights into when trying to reach consensus is the right course, and when it isn’t.

Image courtesy of Flickr user Keoni Cabral. https://www.flickr.com/photos/keoni101/7221666136
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Image courtesey of Quicken Loans Inc.

Embrace Your Ignorance

The overconfidence of presumed expertise is counterproductive. Instead, data trumps intuition.