Exploring the Digital Future of Management

Today on the Frontiers of Management


Which Rules Are Worth Breaking?

Disrupting the status quo is often valuable, but taken too far, it can lead to ethical crises.


Five Management Strategies for Getting the Most From AI

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A global survey finds that AI is delivering value to companies that use it across operations.


All Platforms Are Not Equal

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Why Airbnb will always be a better business than Uber.


The Impending AI Renaissance in Business

Reshaping Business With Artificial Intelligence

September 6, 2017 | Sam Ransbotham, David Kiron, Philipp Gerbert, and Martin Reeves

Disruption from artificial intelligence (AI) is here, but many company leaders aren’t sure what to expect from AI or how it fits into their business model. Yet with change coming at breakneck speed, the time to identify your company’s AI strategy is now. MIT Sloan Management Review has partnered with The Boston Consulting Group to provide baseline information on the strategies used by companies leading in AI, the prospects for its growth, and the steps executives need to take to develop a strategy for their business.


What It Means to Be a Digital Company

Why Your Company Needs More Collaboration

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What distinguishes companies that have built advanced digital capabilities? The ability to collaborate. Research finds that a focus on collaboration — both with and without technology, both within organizations and with external partners and stakeholders — is central to how digitally advanced companies create business value and establish competitive advantage over less advanced rivals.

‘Digital Transformation’ Is a Misnomer

We’re nowhere near the end of the disruption digital technologies will have on business. Claiming that “we’re not a digital company” is no longer an option; failing to pay attention and develop a working knowledge of the present state of digital technologies all but guarantees obsolescence.

Making Sense of Technology

Moving Beyond the Silicon Valley State of Mind

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September 18, 2017 | Theodore Kinni

In his new book Sensemaking, a polemic defending the need for the liberal arts in business, Christian Madsbjerg, the founder of strategic consultancy nReD Associates, argues that leaders shouldn’t try to know everything. Instead, they should try to make sense of something.

People Management for the Digital Age

The Four Ways to Manage Digital Talent and Why Two of Them Don’t Work

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August 17, 2017 | Kristine Dery and Ina Sebastian

With digital skills in short supply, companies must reimagine both where and when work gets done and who is going to do it. New research identifies four distinct approaches companies are taking to manage their digital talent — and why they aren’t all equally effective.

Will, Skill, and Velocity: Survival Skills for a Digital World

The future belongs to those who possess flexible talents, nerve, and personal speed.

From the Editor

The End of Corporate Culture as We Know It

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In the age of networked enterprise, strong cultures may turn from assets to liabilities.

Why the Human Voice Is the Year’s Most Important Technology

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The shrinking role of big screens heralds a change in how we communicate with devices and each other.

Man vs Machine?

When Jobs Become Commodities

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Most of us view our jobs as specialized or somehow differentiated, but the world of business and management increasingly feels otherwise. For many organizations today, the next big driver of job commoditization is automation driven by smart machines. Simply put, if a job is viewed as a commodity, it won’t be long before it’s automated. The key for workers whose jobs have traditionally seemed safe: Highlight the tasks that require a human touch.

When People Don’t Trust Algorithms

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Even when faced with evidence that an algorithm will deliver better results than human judgment, we consistently choose to follow our own minds. Why? MIT Sloan Management Review editor in chief Paul Michelman sat down with the University of Chicago’s Berkeley Dietvorst to find out.