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The key lessons from Kodak’s failure to adapt to digital disruption aren’t what you think they are.
David Lopez-Berzosa et al.
Tech consortia help reduce patent risk, but managers must weigh the pros and cons for innovation.
“Lawsourcing” campaigns are helping smaller organizations advance legal and public relations goals.
April 20, 2016 | Sam Ransbotham, David Kiron, and Pamela Kirk Prentice
Competitive advantage from analytics is declining, according to the 2016 annual report about data and analytics by MIT Sloan Management Review. In this on-demand webinar, the authors of the report — Sam Ransbotham, an associate professor in information systems at Boston College and guest editor at MIT SMR; David Kiron, the executive editor of MIT SMR’s Big Ideas Initiative; and Pamela Kirk Prentice, the chief research officer at SAS Institute Inc. — discuss how analytically-sophisticated companies are managing to cultivate both innovation and competitive advantage with analytics.
How can a business leader make the most impact on an organization? Open access to these three MIT Sloan Management Review articles about navigating strategic decisions in today’s digital world is provided courtesy of Columbia Business School Executive Education.
Joshua S. Gans
Businesses are averting disruption by beating their new competition, joining them, or waiting them out.
Robert D. Austin and David M. Upton
How can companies adapt themselves to the demands of super-transparency?
Peter Weill and Stephanie L. Woerner
To prepare for digital disruption, companies need to consider which of four business models to adapt.
Paul Strebel and Salvatore Cantale
Is your company focused on creating value — or on siphoning it off from others?
Businesses have the potential to be rule makers as well as players in establishing environmental regulations.
Martha E. Mangelsdorf
In these days of uncertain markets, how do you manage risk prudently – yet still grow your company?
Wei Pan et al.
A computer simulation of high-frequency trading behavior yields new insights into market volatility.
John Hagel III (Deloitte), interviewed by Gerald C. Kane
Digital technology is changing modern business — and many executives are waiting too long to embrace those changes.
What’s happening this week at the intersection of management and technology.
Martin Mocker et al.
Digital technologies are helping companies finesse trade-offs between complexity’s costs and benefits.
Gerald C. Kane
Companies need to engage in long-term thinking about their digital strategy.
Kristin Darby (Cancer Treatment Centers of America), interviewed by Gerald C. Kane
Digital technology is empowering patients to participate in developing their own treatment plans.
Mohan Subramaniam et al.
With the advent of digitization and the App economy, the frontiers of customization are expanding further.
May 13, 2016 | Kristian J. Sund, Marcel Bogers, J. Andrei Villarroel, and Nicolai J. Foss
Exploring new business models may be a good way to stay competitive, but doing so can create tensions internally, in areas such as organizational structure and competition for resources. Companies exploring business model innovation may not recognize the inevitability of these tensions and thus be poorly prepared to manage them. But understanding these issues may lessen some of the organizational challenges associated with business model innovation.
Dr. John Halamka (Beth Israel Deaconess Medical Center), interviewed by Gerald C. Kane
What does it take to bring world class digital technology to one of the world’s leading medical centers?
Wolfgang Gruel and Frank Piller
Smart data and mass customization have the potential to radically change the way trips are planned.
MIT Sloan Management Review
Companies can participate in “collaborative consumption” through creative new approaches to defining and reusing their resources.
September 1, 2015 | Shlomo Ben-Hur, Bernard Jaworski, and David Gray
Too many corporate learning and development programs focus on the wrong things. “The word ‘learning,’ which has largely replaced ‘training’ in the corporate lexicon, suggests ‘knowledge for its own sake,’” write the authors. “However, to justify its existence, corporate learning needs to serve the organization’s stated goals.” Understanding the strategic agenda of the CEO should be a top focus of learning leaders, who can then developing an agenda that is reflective of the CEO’s priorities.