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Data analysts may have external agendas that shape how they address a data set — but a savvy manager can identify biases.
New research offers insights into factors that can affect the decision-making process.
Christopher M. Barnes and Gretchen Spreitzer
Simple as it sounds, regular sleep is the best antidote for a fatigued or stressed-out workforce.
December 16, 2014 | Michael Schrage
The overconfidence of presumed expertise is counterproductive. Instead, data trumps intuition. Serious innovators take data seriously, argues Michael Schrage: “Organizations may be confident they know their customers, but they’re very likely to be overconfident. Most executives aren’t nearly as smart, perceptive or customer-centric as they believe." Successful innovators, he writes, “have the courage of their curiosity” and run experiments that challenge their assumptions.
Do businesses run better with an egalitarian organization or with top-down management? What about a combination of both? These articles explore a variety of approaches to organizational structure.
Nicolai J. Foss and Peter G. Klein
Managerial authority is essential when decisions are time-sensitive, knowledge is concentrated and decisions need to be coordinated.
By MIT Sloan Management Review
This year’s winning article is “Making Mergers Work,” by Hamid Bouchikhi and John R. Kimberly.
Evgeny Kaganer et al.
Tapping a virtual, on-demand workforce requires new management models and skills.
Jay Mulki et al.
Companies need to help telecommuters overcome workplace isolation and limited visibility.
Ralph W. Adler and Toshiro Hiromoto
Kyocera Corp.'s distinctive management system seeks profitable growth by extreme decentralization.
Andrew Campbell et al.
At too many large companies, corporate functions like HR and IT don’t get enough strategic direction from the CEO.
| Robin M. Hogarth and Emre Soyer
As data analyses get more complex, how can companies best communicate results to ensure that decision makers have a proper grasp of the data’s implications? Research has found that letting decision makers gain experience on the outcomes of different possible actions by interacting with simulations helps those executives make better decisions. Simulations narrow the often a large gap between what analysts want to share and what decision makers understand, and more clearly illustrate complex statistical information.
Today’s business leaders have access to more data than ever, but making sense of all that data is challenging. Open access to this group of MIT Sloan Management Review articles on 21st-century leadership skills is provided courtesy of Stanford’s Graduate School of Business.
David Kiron et al.
Executives are increasingly recognizing the value of social business to their organizations.
Thomas H. Davenport
Research into how the sports world uses data offers five lessons that almost any business could adopt.
Jeanne G. Harris and Vijay Mehrotra
To create real business value, top management must learn how to manage data scientists effectively.
Andy Binns et al.
What does it take to transform an organization before a crisis hits?
Ginka Toegel and Jean-Louis Barsoux
To grow as an executive, you need to recognize and manage your strongest tendencies.
Sarah Kaplan and Wanda Orlikowski
In turbulent markets, managers can build momentum for innovative strategies by rethinking the past, reconsidering present concerns – and reimagining the future.
Before making a change, identify who can push the project forward — or cause it to stall.
Autodesk’s Emma Stewart says that social intelligence helps promote CSR and a culture of sustainability.
Torbjørn Netland and Kasra Ferdows
“Lean” programs can be powerful tools for improving performance – if managers know what to expect.
Christopher D. Zatzick et al.
It’s surprisingly common for companies to make mistakes in their layoff decisions — and the mistakes can be expensive.