Frontiers

Exploring the Digital Future of Management

Putting Big Data to Work

Why Big Data Isn’t Enough

Technology innovators should be wary of letting big data speak for itself.

Why Your Company Needs Data Translators

Frontiers |

Miscommunications between decision makers and data scientists are common. Enter the data translator.

The Smart Way to Deal With Messy Data

Providing up-front structure for data may reduce the need to process it — and limit distortions.

How to Monetize Your Data

The ability to monetize data — not hoard it — can offer competitive advantage in the digital economy.

Effective Talent Management

When Strategy Walks Out the Door

Companies that overlook their employees as sources of strategic insight may find themselves losing talent – and key ideas.

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Identifying Opportunities Around the Globe

Open access brought to you by

Today’s interconnected world requires new thinking about global strategies and opportunities. Open access to these three MIT Sloan Management Review articles about bringing a global perspective to business decisions is provided courtesy of Harvard Business School Executive Education.

Image courtesy of Flickr user Electrolux Design Lab.
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Should You Change Business Models?

Warding Off the Threat of Disruption

December 2, 2016 | Daniel Cohen and Joshua S. Gans

In a fast-changing digital landscape, companies shouldn’t wait too long to reconfigure their offerings — but they also should be wary of moving to an untested technology too soon. Monitoring trends in related industries and identifying high-potential startups for acquisition helps to ensure appropriate timing for business model changes.

Building Innovation Partnerships

Competing Through Joint Innovation

Even as multinationals struggle to make inroads in emerging markets, companies from those markets are finding ways to compete in Europe and the U.S. A case in point is Huawei, a Chinese telecommunications company, which has used strategic partnerships to gain ground in Europe. Huawei’s overseas expansion closely resembles the strategy the company used to build its position in China: Start at the perimeter and work toward the center.

Rewriting the Playbook for Corporate Partnerships

In fast-changing markets, some companies are developing flexible, adaptive strategic partnerships to leverage the resources of both customers and suppliers. Incentive arrangements focus partners on joint value creation, and companies are sharing information extensively to solve problems together. These partnerships make the most sense when the product or service is of strategic importance to the customer, when the vendor has superior expertise and when there is uncertainty in the relationship.

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