Exploring the Digital Future of Management

Today on the Frontiers of Management


Moving Sales With Trajectory-Based Mobile Advertising

A curated excerpt from Tap by Anindya Ghose.


The Fatal Flaw of AI Implementation

The value of enterprise-level AI depends on what an organization’s people do with it.

Computer source code programmer script developer.

When People Don’t Trust Algorithms

University of Chicago’s Berkeley Dietvorst explains why we can’t let go of human judgment — to our own detriment.


Best of the 2017 MIT CIO Symposium

Video: Three Ways Businesses Use Artificial Intelligence

How is business actually using artificial intelligence?

Video: The Impact of Machine Learning on Work Is Bigger Than You Think

A new phase of technology-enhanced work is upon us.

Video: Preparing for the Changes AI Will Bring to Tomorrow’s Jobs

A panel at the 2017 MIT CIO Symposium discusses how artificial intelligence will transform how we work.

Video: Best Practices in Data Security

What to do when company data is breached.


Big Ideas

Achieving Digital Maturity

July 13, 2017 | Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron, and Natasha Buckley

In the 2017 Digital Business Report, MIT SMR and Deloitte find that digitally maturing companies are achieving success by increasing collaboration, scaling innovation, and revamping their approach to talent.

Management Innovators

Leading to Become Obsolete

Frontiers |

June 19, 2017 | Zhang Ruimin (Haier), interviewed by Paul Michelman

Zhang Ruimin, the CEO and chairman of the Qingdao, China, white goods giant Haier Group Corp., has done what most chief executives dare not even dream about. He blew up nearly the entire administrative structure of a global manufacturing enterprise, eliminating the 10,000 management jobs that once held it together, and reshaped the organization into a network of entrepreneurial ventures run by employees.

Culture in Digital Times


Don’t Give Up on Corporate Culture

Readers contest the view that corporate culture becomes less important in distributed organizations.


The End of Corporate Culture as We Know It

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


The Need for Culture Neutrality

As firms work with increasingly diverse arrays of people, they need to adopt leadership standards that cross geographies.

Leadership Development Debiased

A Data-Driven Approach to Identifying Future Leaders

Frontiers |

May 26, 2017 | Stacey Philpot and Kelly Monahan

Many executives believe they are good at identifying leadership talent. However, when asked how they make their decisions, they often cite intuition or “gut” instincts. Social science research, on the other hand, suggests that individuals are often prone to cognitive biases in such decisions. Rather than just relying on the subjective opinions of executives, some companies are using assessment tools to identify high-potential talent.

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