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A proactive approach can defuse the internal politics that often derail digital maturation.
Donald Sull and Stefano Turconi
Financial reports provide critical insights into a company’s strategy — if you know where to look.
Featured excerpt from WTF? What’s the Future and Why It’s Up to Us by Tim O’Reilly.
August 29, 2017 | Dan Ciampa
Many executives don’t understand how to craft a compelling vision for change that will gain widespread commitment within their organization. Leaders should start by asking themselves: What will people see, hear, and feel once the changes have been achieved?
Digitization alone doesn’t make your company “digital” — but these five guiding principles can help.
Kristine Dery and Ina Sebastian
With digital skills in short supply, companies must rethink the ways they engage with key talent.
Amit S. Mukherjee
Ideas that have anchored technological decision-making have become unsuitable for the emerging world.
Doug Ready and Alan Mulally
To successfully lead major organizational transformations, executives need to align purpose, performance, and principles within their companies. Doing so isn’t easy — and requires mastery of a wide range of leadership skills.
Martin Reeves et al.
Leaders need a new mental model to better understand the complex interplay between companies, economies, and societies. To do so, they must shift their focus to the broader business and social ecosystems in which their companies are embedded.
Thomas H. Davenport
It pays to ask yourself whether your job is common and repetitive enough to be done by a machine.
With people living longer than ever, there must be a way to promote regular education.
The best use of digital technology is assisting human workers to maximize innate capabilities.
Lori C. Bieda
Analytics teams are often underfunded, misunderstood, and starved for talent. Extracting business value from data depends on nurturing the development and effectiveness of these teams — not just in terms of finding talent, but also in terms of getting leaders up to speed on how to use the insights analytics teams produce.
Michael Arena et al.
The authors’ research suggests that, rather than leaving the development of innovation to serendipity, executives should create collaborative contexts where innovation is likely to emerge from unpredictable pockets of creativity within an organization. By understanding and tapping the power of employee networks, executives can stimulate the creation of these kinds of collaborative environments.
August 31, 2017 | Andrew Davies, Mark Dodgson, David M. Gann, and Samuel C. MacAulay
Large-scale, long-term projects are notoriously difficult to manage. But recent research on megaprojects — defined as projects costing more than $1 billion — reveals five lessons that can help executives manage any big, complex project more effectively.