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Many organizations are finding success with IoT projects by starting small, considering the short- and long-term value of initiatives, and looking at alternative ways to investigate issues for the information they need.
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As demand for big data technologies grows, so does the problem of finding sufficient skills. Result: Talent shortages could limit the rate of productivity growth. Research shows that labor-market factors have shaped early returns on investment in big data technologies such as Hadoop, a framework for distributed processing of large data sets. It turns out that when know-how is scarce, organizations that invest in new IT or R&D derive significant benefits from the related investments of other organizations.
For PepsiCo, entering the natural beverage markets of coconut water and smoothies meant developing new risk-management practices. In the coconut water business, “lead times are longer and supply is more variable than in PepsiCo’s traditional beverage supply chain,” write Tim Rowell of PepsiCo and James B. Rice Jr. of the MIT Center for Transportation & Logistics. “The company has had to build enough inventory to minimize stock outs — without causing excessive losses through obsolescence.”
What’s happening this week at the intersection of management and technology: Smart earbuds at work; adding cybersecurity to the executive job description; diving into data lakes
Eight out of 10 executives surveyed say that as the business value of data grows, the risks their companies face from improper handling of data increase exponentially. While digital advancements enable new opportunities for businesses to compete and thrive, they also create increased exposure to systemic risks. Success in the digital age will require a new kind of ethical review around how companies gather and use data.
What’s happening this week at the intersection of management and technology: Digital performance monitoring for your workforce; beware flawed hiring algorithms; the platform revolution reaches Wall Street.
In a video interview, MIT SMR editor in chief Paul Michelman explains the impetus behind the launch of the publication’s Frontiers initiative and the value he hopes it will hold for readers. Michelman explains the genesis of the Frontiers idea, the nature of the essayists selected for the program, and why it’s important for MIT SMR to launch this initiative now. He also discusses the themes that emerged from the essays, including the changing nature of the man-machine collegial relationship.
An infographic provides highlights of MIT SMR‘s 2016 Internet of Things report and illustrates the three key areas business leaders need to address in order to realize the IoT value proposition.
We are past the point of debating whether human intuition can be replicated. Machine learning is already here. It will impact most companies over the next few decades and become part of everyday business life. Executives must quickly come to grip with how companies and industries will evolve.
What’s happening this week at the intersection of management and technology: Redefining the tech industry; how to make more inclusive decisions fast; four tips for looking good on video calls.
More tasks are being done by cognitive technologies, cutting costs, improving efficiencies, and displacing humans. This may lead to less differentiation between organizations, and a shifting composition of activities within the organization.
Companies can continue creating value in the face of disasters, both natural and manmade, when they recognize and develop strategies to take advantage of their interdependencies with the societies in which they operate.
Despite valid concerns about machines displacing workers, human labor isn’t going away any time soon. Tasks that cannot be substituted by automation are generally complemented by it. Still, while automation does not reduce the quantity of jobs, it may greatly affect the quality of available jobs. For workers to benefit from IT, human-capital investment must be at the heart of any long-term strategy for producing skills that are complemented, rather than substituted, by technological change.
Effectively communicating the innovation journey and output to executives requires translation. While innovation processes are becoming more widely used across organizations, they are not always fully embraced at the executive level. Innovationists need to become bilingual — able to present in the style that strategy consulting firms use when making formal recommendations and updates. When speaking to executives, innovation leaders should make sure they are not only heard, but understood.
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