Frontiers

Exploring the Digital Future of Management

FR-IDE-Schrage-Research-Development-Experiment-Scale-1200
Tech-Savvy-20160512-Bitcoin-Blockchain-1200
FR-Wilson-Machine-Learning-Sales-Function-1200
Sadun-Information-Communication-1200

Special Report: New Product Development

Jha-Develop-New-Products-1200

Developing New Products in Emerging Markets

A successful innovation developed by Cisco’s R&D unit in India offers practical insights.

Simester-Fail-1200

Why Great New Products Fail

Companies often don’t focus enough on understanding how customers decide what to purchase.

Roberts-social-media-1200

Finding the Right Role for Social Media in Innovation

Social media provides a game-changing opportunity to support innovation and new product development.

Balle-Sustained-Innovatioin-1200

Why Learning Is Central to Sustained Innovation

Operational excellence requires cultivating an expectation for continuous improvement in all employees.

New Perspectives on Strategy

Open access brought to you by CBSEE-stacked1

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.

Gans-Keep-Calm-And-Manage-Disruption-Crown-1200
Austin-Martha-Payne-School-Lunch-Blog-Human-Rights-1200
weill-1200
advertisement

advertisement

Transparency

Robert Eccles, professor of management practice at Harvard Business School
Marshall-Coca-cola-1200
Garcia-McDonalds-Transparency-1200

How McDonald’s Cooked Up More Transparency

Preparing the McDonald’s “Our Food. Your Questions.” campaign put the company through a kind of “culture shock.”

Scandrett-1200
Kane-Transparency-Bubbles-1200

The Lessons of Failure

Lessons from Kunduz: Prevent Disaster by Paying Attention to the Little Picture

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.

Real Innovators Don't Fear Failure

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.

advertisement

Working With Outside Innovators

Open access brought to you by PwC-90

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.

Image courtesy of Flickr user soleir.

The Age of the Consumer-Innovator

Consumers generate massive amounts of product innovation — which has significant implications for new product development.

Courtesy of Valve Corp.

How to Manage Outside Innovation

Should external innovators be organized in collaborative communities or competitive markets? The answer depends on three crucial issues.

Image courtesy of bylisataylor.com.
advertisement

The Future of Mass Customization

Leveraging Smart Data and Internet of Things to Realize Mass Customization

April 13, 2016 | Wolfgang Gruel (moovel GmbH), Frank Piller (MIT Smart Customization Group and RWTH Aachen University), and Michael Fitzgerald

In an on-demand webinar, Wolfgang Gruel and Frank Piller detail new experiments in personal transportation. Gruel and Piller say that transportation customers are on the cusp of having seamless travel experiences that synchronize all transit options: schedules, traffic conditions, and personal preferences. But making this vision a reality requires knitting together previously independent systems — in part through smart data and the Internet of Things.

Managing Your Career

Walther-Reconnecting-Maximum-Impact-Networking-1200

How to Reconnect for Maximum Impact

Some reconnections are more beneficial than others. The challenge is selecting the best ones.

Nicolini-1200

Staying in the Know

How can executives best distinguish usable information from distracting noise?

Shen-1200

Assembling Your Personal Board of Advisors

Six types of personal advisors can provide an important combination of psychosocial support and career support.

bellezza-1000

The Surprising Benefits of Nonconformity

Deviating from a dress code or other norms in appearance may help project an enhanced image.

Understanding Cognitive Technologies

Just How Smart Are Smart Machines?

March 15, 2016 | Thomas H. Davenport and Julia Kirby

Managers don’t expect to see machines displacing knowledge workers anytime soon. Instead, they expect computing technology to augment rather than replace the work of humans. But in the face of a sprawling and fast-evolving set of opportunities, what forms should that augmentation take? Davenport and Kirby, authors of “Only Humans Need Apply: Winners and Losers in the Age of Smart Machines,” examine what cognitive technologies managers should be monitoring closely and what they should be applying now.