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Kristian J. Sund et al.
Staying competitive may mean exploring new business models — but watch out for internal tensions.
At the core of every great strategy is a novel and distinctive concept.
Robert Hooijberg and Nancy Lane
Research finds three key reasons boards fail at CEO succession planning.
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.
Performance topology maps offer managers a signpost pointing toward smarter strategies.
Shardul Phadnis et al.
New research finds scenario-based decision making helps increase executives’ strategic flexibility.
Albrecht Enders et al.
To get the best results from a decision matrix, managers should expand the options used to frame it.
Joseph V. Sinfield and Freddy Solis
High-impact innovations have built-in uncertainty — but careful strategizing can reduce the risk.
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.
Gerald C. Kane et al.
Research by MIT SMR shows that effective digital strategy is strongly associated with a company’s overall digital maturity.
The key lessons from Kodak’s failure to adapt to digital disruption aren’t what you think they are.
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.
Robert C. Bird and David Orozco
Companies can adopt one of five legal strategies: avoidance, compliance, prevention, value or transformation.
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.
December 19, 2013 | Andrei Hagiu
Some of the fastest growing businesses in recent years — companies such as Facebook, eBay and LinkedIn — are “multisided platforms” that enable interactions between two or more sets of participants. The spectacular success of some of these MSPs has caught the attention of many entrepreneurs and investors. But building a multisided platform business requires savvy decisions on everything from design to governance to pricing.