The Age of Super-Transparency
"Lawsourcing" campaigns are helping smaller organizations advance legal and public relations goals.
Robert D. Austin and David M. Upton
How can companies adapt themselves to the demands of super-transparency?
Martha E. Mangelsdorf
The Winter 2016 issue of MIT SMR explores how transparency effects the power structure.
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.”
Smart Humans + Smart Machines
January 28, 2016 | Deborah Gallagher
Now available on-demand: This free webinar offers context for understanding cognitive technology offerings. It focuses on what technology capabilities will be available — and what tasks will still require human input. Topics include artificial intelligence, automation, and business rules for making cognitive technology functional. Presenters Thomas H. Davenport and Julia Kirby are co-authors of the forthcoming book Only Humans Need Apply: Winners and Losers in the Age of Smart Machines.
The Social Side of Marketing
The prospect of free viral marketing is incredibly appealing — but often elusive. Many companies are looking beyond simply establishing a social presence toward getting social media marketing right.
Jielin Dong and Yanli Zhang
Smartphone maker Xiaomi cultivates user pride through user-centered and open innovation.
B. Bonin Bough (Mondelez International), interviewed by David Kiron
B. Bonin Bough oversees social media for Oreo, Ritz and Cadbury — big brands in the social world.
Gerald C. Kane
Social media environments challenge managers to think in nonlinear ways about their business.
Dante M. Pirouz et al.
The Holy Grail of modern online marketing is video content that “goes viral.” So how does it happen?
Christian Schulze et al.
There is no one-size-fits-all strategy for social media marketing. Instead, companies need to tailor campaigns to fit their products.
Matthew Mount and Marian Garcia Martinez
Nestlé UK had customers vote for a new candy bar flavor — and increased customer engagement.
How are companies finding the most creative and competitive strategic vision? Open access to these MIT Sloan Management Review articles on spurring innovative strategy is provided courtesy of Stanford Graduate School of Business.
By Alan MacCormack et al.
Companies are increasingly turning to contests to generate many diverse ideas.
Martha E. Mangelsdorf
An intriguing new book discusses the traits of serial innovators at established companies.
Companies can successfully challenge industry leaders even without radical technological innovation.
Paul J.H. Schoemaker and Steven Krupp
Asking the right questions can help you broaden your perspective — and make smarter decisions.
To understand how breakthroughs in creativity occur, managers must understand how most collaborations work.
Erik Simanis and Stuart Hart
Grameen Bank and others know that you get the best answers by burying yourself in the questions.
Leadership in the Digital Age
John Hagel III (Deloitte), interviewed by Gerald C. Kane
Digital technology is changing modern business — and many executives are waiting too long to embrace those changes.
Kristine Dery and Ina Sebastian
Many companies know they need to transition to a digital workplace, but they’re finding it difficult.
Claudia Kubowicz Malhotra and Arvind Malhotra
By tweeting, CEOs have an opportunity to initiate and influence online conversations.
Gerald C. Kane and Alexandra Pear
Images have taken on a broader role in representing brands, communicating value, and cultivating identity.
Growing economies like China and India are hotbeds of innovation. Open access to these three MIT Sloan Management Review articles about innovation in emerging markets is provided courtesy of PwC.
Constantinos C. Markides
What happens when successful companies in emerging markets make the leap into more developed ones?
Peter J. Williamson and Eden Yin
Chinese companies are reengineering new product development in ways that reduce lead times.
Jamie Anderson and Costas Markides
Innovation in developing markets has less to do with finding new customers than addressing issues of product acceptability, affordability, availability and awareness.
Nine bits of information to consider about the emerging Internet of Things.
By 2020, most new data will be generated not by people but by sensors and embedded, intelligent devices.
Lynn Wu et al.
In this webinar, analytics experts discuss the data and analytics opportunities presented by the Internet of Things phenomenon.
The Internet of Things is on the brink of transforming business, but most businesses aren’t yet prepared.
Rethinking Product Development
Andrew W. Lo and Gary P. Pisano
Could science-based industries benefit from a financing model similar to one used to make Hollywood movies? “We propose that a form of governance centered on the project rather than the company may be a more efficient way to organize innovation in science-based industries,” write the authors. Their proposal addresses the fact that traditional venture capital “wasn’t designed to deal with the costs, risks, and slow payout of science-based industries.”
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."
Online-Offline Marketing Strategy
September 16, 2014 | David R. Bell, Santiago Gallino and Antonio Moreno
Retail customers now readily use both online and offline retail channels. To thrive in this new environment, retailers need to reexamine their strategies for delivering information and products. Companies that are successful at navigating the omnichannel environment take a customer perspective and view the activities of the company through two core functions: information and fulfillment. They also consider hybrid online-offline approaches, including inventory-only showrooms and “buy online, pick up in store” options.