Today @ MIT SMR
- WHAT'S NEW
- When the Luddites Fought Back
- How to Monetize Your Data
- Why Bad Management Practices Persist
- FOCUS ON LEADERSHIP
- End Your Business Journey, Please
- The Downside to Full Board Independence
- How to Be a Strategic Leader
Register free for 3 free articles per month, commenting privileges and free updates.
Multinationals need to start viewing market intelligence as a strategic asset in emerging markets.
The Chinese telecom company Huawei has used strategic partnerships to gain ground in Europe.
Many Asian startups are competing on business model innovation and new technology rather than cost.
Partnering with emerging-market startups is easier if four key factors can be addressed.
Miscommunications between decision makers and data scientists are common. Enter the data translator.
Blockchain technology offers a way to transfer not just information, but value.
For companies, the social media behavior of employees represents both an opportunity and a risk.
If you think the biggest cybersecurity threat most businesses face is credit card theft, think again.
Digital tools can be used in surprising ways to add value to an organization.
Providing up-front structure for data may reduce the need to process it — and limit distortions.
The concept of materiality is advancing the ability of sustainability reporting metrics to allow easy comparisons of companies over time. And investor focus on industry-specific sustainability issues is poised to make the financial sector a driver in social and environmental performance improvements.
Although intuitively appealing, strategy maps and models such as the service profit chain have a common pitfall: They encourage managers to embrace general assumptions about the drivers of financial performance that may not stand up to close scrutiny in their own organizations. A more rigorous analytic approach called performance topology mapping may help managers avoid these assumptions, as well as the strategic mistakes they promote.
It's not always easy to introduce innovations in an established company. That's why it's important to think about how an innovation fits into the existing organization's structure — and, how, in some cases, strategic partnerships can help a company innovate. Open access to these three articles about the relationship between organizational structures and innovation is provided courtesy of PwC.
Responding to disruptive technologies may mean changing your company’s organizational structure.
Staying competitive may mean exploring new business models — but watch out for internal tensions.
Many companies pursue business process outsourcing to trim costs. But it can evolve into much more.
Companies can position themselves now to use messaging platforms and AI to fulfill customer needs.
Subscription e-commerce uses AI to offer personalized, low cost, convenient products. It’s working.
Research from MIT’s Initiative on the Digital Economy offers new insights into platform markets and network effects.
Smartphone maker Xiaomi cultivates user pride through user-centered and open innovation.
Supply chains may operate within legal and responsible guidelines, but still not be sustainable. New guidelines and collaborations are needed to develop science-based metrics that assess supply chain performance in the context of societal and environmental limits.
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.”
Organizations have begun to capture, create and use data in ways that are changing how we work and live. These in-depth case studies describe organizations tackling the opportunities and challenges associated with becoming a data-driven organization.
In a video discussion, four panelists discuss how several prominent organizations are using data and analytics to transform their operations.
Case studies from a range of businesses highlight how analytics requires organizations to evolve.
South Africa’s Nedbank uses analytics to help its clients reassess their customer relationships.
Data and analytics promise to improve urban living. But are cities ready?
An MIT SMR case study looks at how GE is remaking itself from a traditional manufacturer into a leader of the Industrial Internet.
American health care is undergoing a data-driven transformation — and Utah’s Intermountain Healthcare is leading the way.