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Nicholas Bloom et al.
Certain types of management policies are associated with higher productivity and profitability.
In the age of networked enterprise, strong cultures may turn from assets to liabilities.
Christine M. Pearson
Many executives try to ignore negative emotions in the workplace, but that tactic can be costly.
March 22, 2017 | Michael Schrage
Tomorrow’s most productive individuals will have more and better digital versions of themselves. The vision: Individuals will be able to utilize customized software and digital tools to improve their performance and productivity, with these digital versions of themselves able to significantly outperform their average self. In this world, AI will stand for “Augmented Introspection” as well as “Artificial Intelligence.”
José Esteves et al.
To protect their organizations from cyberthreats, companies need to understand how hackers go about their work. The authors’ research suggests that hackers’ attacks typically involve four steps: identifying vulnerabilities; scanning and testing; gaining access; and maintaining access.
Stuart E. Madnick, interviewed by Martha E. Mangelsdorf
Cyberattacks are in the news. All kinds of organizations — ranging from Target Corp.and Bangladesh Bank to the Democratic National Committee in the United States — have fallen victim to them in recent years. MIT cybersecurity expert Stuart Madnick explains some of the biggest cybersecurity risks businesses face today — and what executives should do to decrease their companies’ vulnerabilities.
Rahul Kapoor and Thomas Klueter
Responding to disruptive technologies may mean changing your company’s organizational structure.
Lynda Gratton and Andrew Scott
People are living and working longer — but companies are unprepared for the implications of that.
Markus Spiegel et al.
Before adopting any new management approach, ask: How well will its values fit our culture?
Emilio J. Castilla
New research shows bias exists even in merit-based systems — but a data-centric approach can help.
Nelson P. Repenning et al.
As busy as they are, leaders need to find ways to observe fundamental work processes in their organizations. When they do, they usually discover that there are gaps between theory and reality in how works get done. Michael Morales’ experience — in which identifying and addressing such gaps led to his company saving $50,000 in just 60 days — is a case in point.
Paul J.H. Schoemaker and Philip E. Tetlock
The authors examine how managers can combine a sophisticated understanding of human decision making with technology-enabled insights to make smarter choices in the face of uncertainty and complexity. Integrating the two streams of knowledge is not easy, but once management teams learn how to blend them, the advantages can be substantial.
Toshiro Wakayama and Karen LaPierre
If handled well, conflicting demands in a business can be sources of creativity and opportunity.
As technology evolves, managers and organizations will need new skill sets.
Companies that overlook their employees as sources of strategic insight may find themselves losing talent — and key ideas.