MIT Sloan Management Review

Paying attention to personal relationships accelerates learning and increases the effectiveness of alliances.

Companies can benefit by auditing how closely they fulfill the aims of their mission statement.

How a diverse group of IT managers responsible for global technology infrastructure developed a way of working together that enabled Xerox to create and transfer knowledge more effectively.

Increasingly, information technology isn’t just for supporting the strategy, it is the strategy. Unfortunately, many CEOs send their managers negative signals about IT’s role. Only the “believer CEO,” who demonstrates through daily actions a belief in the strategic value of IT, can help others manage effectively in the Information Age. The authors offer examples of such CEOs and give some techniques for addressing blind spots to improve an organization’s competitiveness.

How one company implemented a “telework” program that transformed paper-based processes and reliance on voice communications into automated procedures supported by full-scale connectivity.

Firms gain competitive advantage by improving the performance of suppliers and by sidestepping the snares common to such efforts.

As service and product outsourcing become more commonplace, new organizational forms are emerging to facilitate these relationships. Chase Bank has created “shared services” units that compete with outside vendors to furnish services to the bank’s own operating units.