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Digital transformation has been positive in many ways, but some long-term trends are troubling.
Catherine J. Turco
Communication has changed thanks to social media — with long-term impacts on how companies work.
Hal R. Varian
Digital assistants are taking over repetitive tasks, leaving managers free to manage.
August 23, 2016 | MIT Sloan Management Review
This year’s winning article is “Accelerating Projects by Encouraging Help,” by Fabian J. Sting, Christoph H. Loch, and Dirk Stempfhuber. The authors examine project planning and execution challenges and describe a case study of a company that designed a help process to encourage workers to seek and provide mutual assistance. The Beckhard Prize is awarded annually to the authors of the most outstanding MIT SMR article on planned change and organizational development.
Christopher G. Worley et al.
Your business may have processes that work now. Does it have agile processes to help it change?
Pierre Nanterme (Accenture), interviewed by Paul Michelman
Accenture’s chief executive on the challenges of leading in a world that’s almost impossible to predict.
As technology evolves, managers and organizations will need new skill sets.
June 3, 2016 | Duncan Simester
Making the transition from management to leadership requires managers to exercise skills in strategic thinking — skills they don’t often get to practice in the action-oriented environment they know best. Managers moving into senior leadership must learn to embrace ambiguity and uncertainty and learn the importance of taking time to think things through.
Monika Hamori et al.
Talented young professionals exhibit a new approach to both their careers and organizational loyalty.
Matthias Seifert et al.
Managers have an opportunity to interrupt a sometimes vicious cycle between trust and commitment.
Companies that overlook their employees as sources of strategic insight may find themselves losing talent – and key ideas.
June 1, 2016 | Catherine Bailey and Adrian Madden
When employees find their work meaningful, there are myriad benefits for their productivity — and for their employers. Managers who support meaningful work are more likely to attract, retain, and motivate the talent they need to ensure future growth. But can companies ensure this experience for their employees? A groundbreaking study identifies five factors that support meaningful work — and the seven management sins that can destroy it.
Emilio J. Castilla
Rewarding employees based on merit can be more difficult than it first appears. Even efforts to reduce bias can backfire; disparities in raises and bonuses by gender, racial, and other characteristics persist in today’s organizations not only despite management’s attempts to reduce them but also because of such efforts. The author describes how a simple analytics-based approach can address these concerns and produce a truly meritocratic workplace.
Corporate boards around the world present a uniformly white, male face — and this is a problem when it comes to how firms approach the global marketplace. When too many people at the top look at the business landscape through the same lens, they are likely to miss both impending problems and potential opportunities. Institutional biases that suppress diversity in the C-suite create a hidden risk factor — one that boards can address by taking a long, hard look in the mirror.