Opinion & Analysis

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Is Your Brand a Living Entity?

Traditional ways of building brands have passed their sell-by dates, while social media opens up new possibilities. Effective Twitter strategies, for instance, are helping brands such as Starbucks and Whole Foods gain a special status and sense of personality among some of their Twitter followers.

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From the Editor: How Important Is the Customer’s Voice?

It’s easy to say customer satisfaction is very important – but harder to put that into practice. The Spring 2014 issue of MIT Sloan Management Review features a special report on understanding your customers, from gauging global clients’ satisfaction through the use of big data to figuring out better strategies for improving customer complaint resolution.

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The Nine Elements of Digital Transformation

  • Opinion & Analysis
  • Read Time: 10 min 

Companies use emerging technologies to achieve powerful enhancements to their operations. Research finds nine change areas: understanding customer wants and needs, increasing top-line revenues, opening new touch points for customers, automation of operations, knowledge sharing, performance management, digitizing parts of the business, creating new business models and globalization. The key is for executives to have vision, focus and follow-through.

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From the Editor: Decision Making in the Digital Age

Business executives today have access to far more data than any previous generation, and that transforms the way business decisions are made. The Winter 2014 issue of MIT Sloan Management Review features a special report investigating how, even with plenty of data, making wise decisions about topics like strategy can be challenging. No matter how much data we collect and analyze, our perspectives are still colored by human foibles.

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Overheard at MIT

“Big Data in Manufacturing” was the theme of a daylong conference held in Cambridge, Massachusetts, in November 2013 and sponsored by the MIT Forum for Supply Chain Innovation and the Accenture and MIT Alliance in Business Analytics. But the speakers’ insights weren’t restricted to manufacturing.

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What’s Your Information Footprint?

Wealth once was measured by the amount of land, employees or equipment you had. Today we are on the cusp of a period in which another factor is an indicator of potential wealth: how much information you have. Information has the potential to be a valuable asset, and a new framework, dubbed “the information footprint,” presents a way for companies to assess their information assets and the opportunities it gives them for new value creation.

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Walking the Legal Tightrope of Social Business

Social business is a rapidly expanding phenomenon, creating situations not foreseen by our current legal system. Should managers friend employees on Facebook or connect with them on LinkedIn? What are the legal implications of making these connections — or not? In many ways, social business puts managers in a “damned if you do, damned if you don’t” dilemma, but managers cannot afford to ignore the legal implications of social business.

Image courtesy of Boston College.
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It Started with a Hashtag: Revitalizing BC Football with Social Media

Boston College’s football recruiting efforts were turned around with a social media campaign led by the coach and staff. They started using #BeADude on Twitter and in Facebook, Instagram and Vine to represent the program and depict the new attitude of the team. Result: many new recruits attributed their decisions to come to BC directly to the “#BeADude campaign. Here are seven lessons from the campaign.

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Surprising Insights from Environmental Screenings

In the past decade, packaging supplier Greif, Inc. found its key industrial customers demanding more environmentally friendly products. Customers wanted environmental information, such as greenhouse gas emissions data, on Greif products. Greif turned to life-cycle assessment studies on core products such as steel, plastic and fiber containers to respond to the market and identify areas for improvement — and what they found surprised them.

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Four Ways Social Data Can Generate Business Value

Companies both large and small have access to a growing stream of social data from an increasing number of sources. But many are missing a significant opportunity to use social data to gain intimate and real-time knowledge about what is going on within, not just outside, the organization. Social data can help organizations improve team performance, drive financial performance, and more.

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From the Editor: Beyond the Organization

Business executives today are figuring out how to harness the energy not just of the talented people within an organization, but of those outside of it as well. The fall 2013 issue of MIT Sloan Management Review features a special report on leveraging external innovation, from the phenomenon of corporations using innovation contests to an investigation of what motivates volunteers to take part in innovation projects.

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The 2013 Richard Beckhard Memorial Prize

The editors of MIT Sloan Management Review announce the winners of the 2013 Richard Beckhard Memorial Prize, awarded to the authors of the most outstanding MIT SMR article on planned change and organizational development published from fall 2011 to summer 2012. The Winners: Eoin Whelan, Salvatore Parise, Jasper de Valk and Rick Aalbers, authors of “Creating Employee Networks That Deliver Open Innovation.”

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Would Your Employees Recommend You?

No matter how good a workplace a company provides, it may come not matter if employees dislike their immediate line managers. Most of us have at had direct experience with egocentric or micromanaging bosses, and we have seen how much damage they can cause.

So why is there so much bad management? “Most managers have a remarkably narrow or ill-thought-out understanding of how their employees actually look at the world,” writes Julian Birkinshaw of the London Business School.

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Why Making Money Is Not Enough

The authors, who include Ratan Tata, the former chairman of the Tata Group, argue that that “it is possible to build and lead companies that retain a deeper purpose.” Tata calls for companies to launch “corporate lifeboats” — such as new business experiments in next-generation clean technologies and serious business initiatives in the underserved space at the “base of the pyramid” — to transform their operations for sustainability.

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From the Editor: Creating and Leading Change

Consumers are driving change for retailers. As the new article “Competing in the Age of Omnichannel Retailing” notes, “Recent technology advances in mobile computing and augmented reality are blurring the boundaries between traditional and Internet retailing.” Meanwhile, “The Executive’s Role in Social Business” notes that while C-suite executives see social business as an opportunity, they are having a hard time turning that potential into reality.

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Why Good Leaders Don’t Need Charisma

Among charismatic executives, for every Steve Jobs, there is at least one Dick Fuld — maybe more. Fuld presided over the downfall of Lehman Brothers. Nor is Fuld alone: Six out of 18 of Germany’s most recent “Manager of the Year” winners were responsible for dramatic missteps, including Daimler’s disastrous acquisition of Chrysler Corp. under CEO Jürgen Schrempp. That raises a question: do charismatic business leaders typically outperform their more ordinary counterparts over the long run?

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The Inside and Outside View of Innovation

How can companies ensure that a promising initiative receives the necessary resources? And why do so many brilliant inventions fail while other seemingly mediocre offerings succeed? Such questions are addressed in two recent books — Unrelenting Innovation: How to Build a Culture for Market Dominance by Gerard J. Tellis and The Wide Lens: A New Strategy for Innovation by Ron Adner. The first book concentrates on a company’s internal workings, while the latter focuses on its external environment.

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Bringing Opportunity Oversight Onto the Board’s Agenda

Boards have two broad responsibilities: overseeing the protection of existing value and creating new value. Even though most boards take growth seriously, in practice board oversight has become unbalanced. The imbalance between risk and opportunity is a potentially serious problem. Correcting the imbalance will require an active, constructive partnership between the board and senior leadership — and a board that understands how the company maintains a high level of value-creating performance.

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Get Social: A Mandate for New CEOs

New CEOs need to quickly establish themselves and communicate their vision. Traditionally, CEOs communicate through e-mail, memos and Q&As. They walk halls, attend meetings and issue press releases. In many cases, social media is a more effective and efficient way to communicate with a wide range of stakeholders. Social media has already become a state-of-the-art leadership tool that surpasses many traditional approaches to listening and communicating with stakeholders.

Showing 1-20 of 210