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As demand for big data technologies grows, so does the problem of finding sufficient skills.
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.
Companies that overlook their employees as sources of strategic insight may find themselves losing talent – and key ideas.
September 12, 2016 | Monideepa Tarafdar
As digital technologies evolve, managers and employees will need to learn three important skills: partnering with new digital “colleagues,” creating a mindful relationship with omnipresent digital technologies, and developing empathy for the varying technology preferences of their human coworkers. Organizations, for their part, will need to design processes to support these efforts, and managers will need to be both flexible and thoughtful in how they respond.
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.
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.
Catherine J. Turco
Communication has changed thanks to social media — with long-term impacts on how companies work.
Raffaella Sadun (Harvard Business School), interviewed by Frieda Klotz
Raffaella Sadun explains how two traditionally connected technologies seem to pull companies in opposing directions
Robin M. Hogarth and Emre Soyer
Simulations can help shrink the gap between what analysts try to explain and what decision makers understand.
Paul Leonardi (University of California, Santa Barbara), interviewed by David Kiron
An experiment in social networks shows that key knowledge can be transferred without employees realizing it.
Albrecht Enders et al.
To get the best results from a decision matrix, managers should expand the options used to frame it.
Six scholarly articles offer intriguing insights into factors that can affect the decision-making process.
Shardul Phadnis et al.
New research finds scenario-based decision making helps increase executives’ strategic flexibility.
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.