What’s happening this week at the intersection of management and technology.
Catherine J. Turco
Communication has changed thanks to social media — with long-term impacts on how companies work.
As technology evolves, managers and organizations will need new skill sets.
We are on the cusp of a major breakthrough in how organizations collect, analyze, and act on knowledge.
Thomas H. Davenport
While humans may be ahead of computers in the ability to create strategy today, we shouldn’t be complacent about our dominance.
Robert D. Austin
Digital technology makes the creative process faster — and cheaper. And that’s great for business.
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.
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.
Finding Meaning in the Workplace
June 1, 2016 | Catherine Bailey and Adrian Madden
When employees find their work meaningful, there are myriad benefits for their productivity — and for their employers. Managers who support meaningful work are more likely to attract, retain, and motivate the talent they need to ensure future growth. But can companies ensure this experience for their employees? A groundbreaking study identifies five factors that support meaningful work — and the seven management sins that can destroy it.
How to Succeed with the Internet of Things
Stephanie Jernigan et al.
We found that obtaining business value using the connections the IoT creates between an organization and its customers, suppliers, and competitors depends on companies’ willingness to share data with other organizations
Steve Schwinke (GM), interviewed by Michael Fitzgerald
Steve Schwinke, a member of the original design team for General Motors’ OnStar service and director of its Global Connected Customer Experience unit, says that GM is leveraging the Internet of Things to deliver products and services that consistently ensure the safety of its customers. “I always talk to my team about the Wayne Gretzky quote — skate to where the puck is going,” he says. “How good are we at really anticipating? What are the things that our customers need but don’t know they need?”
Learn how your company can gain an edge through cognitive technologies. Open access to these three MIT Sloan Management Review articles about how smart machines are changing the competitive landscape is provided courtesy of SAS.
Mary C. Lacity and Leslie P. Willcocks
Instead of replacing human workers, software robots are an opportunity to augment their skills.
Thomas H. Davenport and Julia Kirby
Managers today expect computing technology to augment rather than replace the work of humans.
Erik Brynjolfsson and Andrew McAfee
To gain leverage from ever-improving technologies, companies need new processes and business models.
September 14, 2016 | Deborah Gallagher
In a video interview, MIT SMR editor in chief Paul Michelman explains the impetus behind the launch of the publication’s Frontiers initiative and the value he hopes it will hold for readers. Michelman explains the genesis of the Frontiers idea, the nature of the essayists selected for the program, and why it’s important for MIT SMR to launch this initiative now. He also discusses the themes that emerged from the essays, including the changing nature of the man-machine collegial relationship.
Many innovative new products don’t succeed. One common reason: Companies don’t focus on understanding how customers make purchase decisions. But paying attention to how customers search for information about what to buy, and how they make guesses about details they can’t easily find, helps predict whether customers will embrace certain product innovations. Companies need to focus on innovations that customers will easily recognize or find ways to alert them to innovations they may not detect on their own.
Suketu Gandhi and Eric Gervet
Products connected to the Internet of Things are providing unprecedented levels of information that can be used to improve both products and customer experience. For instance, a company does not have to wait until a customer calls with a complaint to know that a product connected to the Internet of Things is not working correctly. Instead, the product could already communicate the information, giving the company the ability to provide proactive service. Result: more loyal customers.
Risk, Resilience, and Disruption
Leading companies are using an array of detection and response techniques to become more resilient.
Olivier Jaeggi and Gabriel Webber Ziero
OECD standards require investors to conduct environmental and human rights due diligence.
Organizations that fail to heed their vulnerabilities are more likely encounter catastrophes.
Global economic leaders have made it clear: Companies cannot neglect environmental and human rights responsibilities.
Interdependencies are key to resilient businesses.
Joseph Fiksel et al.
Companies need to cultivate resilience to unexpected disruptions to complex supply chains.