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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.
Bidhan L. Parmar and R. Edward Freeman
Behind every piece of code that drives our decisions is a human making human judgments about what matters and what does not.
Bernd Schmitt (Columbia University), interviewed by Frieda Klotz
In the future workplace, humans may supplement the skills of machines — and not the other way around.
June 13, 2016 | Joseph Byrum and Alpheus Bingham
Analytics capabilities can greatly expand a company’s ability to innovate — but what do you do when the talent you need just isn’t available? Agribusiness giant Syngenta, faced with an insurmountable analytics talent bottleneck, turned to crowdsourcing. Using a series of contests, it outsourced the development of a set of award-winning analytics tools to improve its decision making — and learned, in the process, some key factors supporting successful crowdsourcing.
Danielle Dalton et al.
If your brand is on Instagram or other social media platforms, your current followers are likely also your future customers.
Research from MIT’s Initiative on the Digital Economy offers new insights into platform markets and network effects.
H. James Wilson et al.
How human vigor and algorithmic rigor are joining forces in the sales function.
Carlos Dominguez (Sprinklr) interviewed by Gerald C. Kane
Companies need to focus more on the people already invested in the brand, says the president and COO of Sprinklr.
March 15, 2016 | Thomas H. Davenport and Julia Kirby
Managers don’t expect to see machines displacing knowledge workers anytime soon. Instead, they expect computing technology to augment rather than replace the work of humans. But in the face of a sprawling and fast-evolving set of opportunities, what forms should that augmentation take? Davenport and Kirby, authors of “Only Humans Need Apply: Winners and Losers in the Age of Smart Machines,” examine what cognitive technologies managers should be monitoring closely and what they should be applying now.
Raffaella Sadun (Harvard Business School), interviewed by Frieda Klotz
Raffaella Sadun explains how two traditionally connected technologies seem to pull companies in opposing directions
Gerald C. Kane
Digital tools can reshape the relationship between organizations and retiring employees.
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.
To realize the full potential of its access to new data, the Bank of England changed its structure, behavior, and approach to problem solving.
Data and analytics promise to improve urban living. But are cities ready?
An MIT SMR case study looks at how GE is remaking itself from a traditional manufacturer into a leader of the Industrial Internet.
American health care is undergoing a data-driven transformation — and Utah’s Intermountain Healthcare is leading the way.
July 14, 2015 | Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron and Natasha Buckley
Digital success isn’t all about technology: The 2015 Digital Business Global Executive Study and Research Project by MIT Sloan Management Review and Deloitte identifies strategy as the key driver in the digital arena. Companies that avoid risk-taking are unlikely to thrive and likely to lose talent, as employees across all age groups want to work for businesses committed to digital progress. The report is online and in PDF form, with a Digital Business Interactive Tool to explore the data set.