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What’s happening this week at the intersection of management and technology.
Fast, iterative “virtual research centers” are edging out traditional approaches to R&D.
The blinders and focus that work well to optimize the details of a problem may prevent managers from seeing other options.
April 5, 2016 | Kristin Darby (Cancer Treatment Centers of America), interviewed by Gerald C. Kane
Kristin Darby, CIO of Cancer Treatment Centers of America, is keenly aware of the impact of digital technology on patient care. “We crave constructive disruption, so we are always challenging ourselves with the question, ‘how can technology positively impact our patients?’ If there’s value for the patient, we’re interested and we dig deeper.” Darby is interviewed by Gerald C. (Jerry) Kane, associate professor of information systems at the Carroll School of Management at Boston College and a guest editor for MIT SMR.
Savvy executives know that they need to look for innovative ideas outside of their organizations as well as within it. Open access to these three MIT Sloan Management Review articles about working with outside innovation is provided courtesy of PwC.
Eric von Hippel et al.
Consumers generate massive amounts of product innovation — which has significant implications for new product development.
Kevin J. Boudreau and Karim R. Lakhani
Should external innovators be organized in collaborative communities or competitive markets? The answer depends on three crucial issues.
Yun Mi Antorini et al.
For the Lego Group, a close bond with user communities is not a pipe dream but a reality.
Companies from Apple to Unilever employ life-cycle assessment in their sustainability work and reap hidden benefits.
Jason Jay et al.
A diverse network of stakeholders will help advance an SOI process aimed at solving public problems.
Jason Jay et al.
Businesses see the value of sustainability-oriented innovation but face barriers that make the transition difficult.
Andy Wales (SABMiller), interviewed by Hannah Clark Steiman
How South African brewer SABMiller changed its water practices to make its beer more sustainable.
Willy C. Shih and Sen Chai
Innovation flourishes when companies are geographically close, but knowledge poaching can thrive, too.
Logistics clusters create jobs that are difficult to move offshore and lead to economic growth.
Stephen O’Leary (Aeris Partners LLC), interviewed by David Kiron
A new wave of analytics-driven companies is making Massachusetts one of the hottest U.S. centers of big data.
Michael E. Porter and Scott Stern
The external environment for innovation is an important driver, and industrial clusters offer special advantages.
Building a platform through which different groups interact requires smart thinking about strategy.
Neel Sundaresan (eBay), Interviewed by Renee Boucher Ferguson
Neel Sundaresan, senior research director at eBay, discusses how eBay uses analytics at every level.
Carmelo Cennamo and Juan Santaló
The increasing popularity of platform strategies masks a difficult truth: They are hard to execute well.
October 8, 2015 | David B. Yoffie and Michael A. Cusumano, interviewed by Martha E. Mangelsdorf
How can executives develop their skills as strategists? One way is to learn from the masters. The book Strategy Rules: Five Timeless Lessons From Bill Gates, Andy Grove, and Steve Jobs (HarperCollins, 2015) explores insights drawn from the careers of these former CEOs of Microsoft, Intel, and Apple. In a Q&A, the book’s authors, David B. Yoffie of Harvard Business School and Michael A. Cusumano of MIT Sloan, explain how strategic thinking is a capability that leaders — even the superstars — develop over time.