What’s happening this week at the intersection of management and technology.
Fast, iterative “virtual research centers” are edging out traditional approaches to R&D.
H. James Wilson et al.
How human vigor and algorithmic rigor are joining forces in the sales function.
Our biweekly exploration of new business ideas from the corridors of MIT.
Special Report: New Product Development
Srivardhini K. Jha et al.
A successful innovation developed by Cisco’s R&D unit in India offers practical insights.
Companies often don’t focus enough on understanding how customers decide what to purchase.
Deborah L. Roberts and Frank T. Piller
Social media provides a game-changing opportunity to support innovation and new product development.
Michael Ballé et al.
Operational excellence requires cultivating an expectation for continuous improvement in all employees.
The 2016 Sustainability Report
May 11, 2016 | Gregory Unruh, David Kiron, Nina Kruschwitz, Martin Reeves, Holger Rubel, and Alexander Meyer zum Felde
Investors see a strong link between corporate sustainability performance and financial performance — so they’re using sustainability-related data as a rationale for investment decisions like never before.
How can a business leader make the most impact on an organization? Open access to these three MIT Sloan Management Review articles about navigating strategic decisions in today’s digital world is provided courtesy of Columbia Business School Executive Education.
Joshua S. Gans
Businesses are averting disruption by beating their new competition, joining them, or waiting them out.
Robert D. Austin and David M. Upton
How can companies adapt themselves to the demands of super-transparency?
Peter Weill and Stephanie L. Woerner
To prepare for digital disruption, companies need to consider which of four business models to adapt.
Robert Eccles (Harvard Business School), interviewed by David Kiron
New standards will integrate environmental, social and governance performance with financial information.
Donna Marshall et al.
Today’s supply chains are required to be lean, agile, sustainable, and — increasingly — transparent.
Lainey Garcia (McDonald’s USA), interviewed by Gerald C. Kane
Preparing the McDonald’s “Our Food. Your Questions.” campaign put the company through a kind of “culture shock.”
Hugh Scandrett (EnerNOC), interviewed by Sam Ransbotham
Energy intelligence software company EnerNOC is helping companies save money and cut back on energy usage.
Gerald C. Kane
How can enterprises balance the good and the bad of digital transparency?
Michael Pirson and Deepak Malhotra
Debates about assigning responsibility and meting out punishment rarely address the bigger issue: how to prevent major failures from happening in the first place. Indeed, when we focus primarily on punishment, without addressing the precipitating factors—both technological and organizational — we are inadvertently exposing ourselves to risk of recurrence.
One way to learn, argue Paul J.H. Schoemaker and Steven Krupp, is to “try to fail fast, often and cheaply in search of innovation.” Asking “what if” questions, they say, challenges executives to incorporate broader perspectives, stimulating “out-of-the-box dialogues that help leaders make better choices and find innovative solutions sooner.” Schoemaker and Krupp write that to help a team learn faster, leaders must frame mistakes as valuable learning opportunities.
Savvy executives know that they need to look for innovative ideas outside of their organizations as well as within it. Open access to these three MIT Sloan Management Review articles about working with outside innovation is provided courtesy of PwC.
Eric von Hippel et al.
Consumers generate massive amounts of product innovation — which has significant implications for new product development.
Kevin J. Boudreau and Karim R. Lakhani
Should external innovators be organized in collaborative communities or competitive markets? The answer depends on three crucial issues.
Yun Mi Antorini et al.
For the Lego Group, a close bond with user communities is not a pipe dream but a reality.
May 5, 2016 | Theodore Kinni
What’s happening this week at the intersection of management and technology: Simulating a better culture; bolster your value proposition with software; downsizing the C-suite for digital.
Claudia Kubowicz Malhotra and Arvind Malhotra
By tweeting, CEOs have an opportunity to initiate and influence online conversations.
Gerald C. Kane
If companies want to succeed at social business, they need to develop a culture that embraces social media.
Tucker J. Marion et al.
Companies that want to draw innovation ideas from social media need customized approaches.
Gerald C. Kane et al.
For multinational companies, language barriers are a key obstacle to social business. Can a multilingual approach work?
Embracing Analytic Decision Making
April 26, 2016 | Larry Seligman, Angela Galeziowski, and Dev Koushik (IHG), interviewed by Sam Ransbotham
IHG is gaining a competitive advantage from applying advanced analytics to pricing and marketing. “Addressing complexity, if you can address complexity in modern marketing, gives companies a competitive advantage that can take time for competitors to replicate,” say IHG executives Larry Seligman, Jim Sprigg, Angela Galeziowski, and Dev Koushik, in a group interview.