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.
Pierre Nanterme (Accenture), interviewed by Paul Michelman
Accenture’s Chief Executive on the challenges of leading in a world that’s almost impossible to predict.
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.
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.
Why Executives Need Time to Think
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.
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.
Robert Gandossy and Robin Guarnieri
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
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.
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.