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As demand for big data technologies grows, so does the problem of finding sufficient skills.
Robert D. Austin
Digital technology makes the creative process faster — and cheaper. And that’s great for business.
Success in the digital age requires a new kind of ethical diligence in how companies use data.
September 14, 2016 | Deborah Gallagher
In a video interview, MIT SMR editor in chief Paul Michelman explains the impetus behind the launch of the publication’s Frontiers initiative and the value he hopes it will hold for readers. Michelman explains the genesis of the Frontiers idea, the nature of the essayists selected for the program, and why it’s important for MIT SMR to launch this initiative now. He also discusses the themes that emerged from the essays, including the changing nature of the man-machine collegial relationship.
To celebrate the launch of Frontiers — a new MIT SMR initiative exploring how technology is reshaping the practice of management — we asked 15 leading lights from academia and industry to give us a glimpse into the future by contributing essays in response to this question: “Within the next five years, how will technology change the practice of management in a way we have not yet witnessed?”
September 8, 2016 | Stephanie Jernigan, Sam Ransbotham, and David Kiron
We found that obtaining business value using the connections the IoT creates between an organization and its customers, suppliers, and competitors depends on companies’ willingness to share data with other organizations
Mary C. Lacity and Leslie P. Willcocks
Instead of replacing human workers, software robots are an opportunity to augment their skills.
Howard Yu and Thomas Malnight
In the age of machine learning, what should managers know — and what must non-tech companies do to stay ahead?
Thomas H. Davenport
While humans may be ahead of computers in the ability to create strategy today, we shouldn’t be complacent about our dominance.
David H. Autor
Human labor isn’t going away, but automation may greatly affect the quality of available jobs.
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.
Explore interactive charts from the 2016 MIT SMR/Deloitte Digital Business Study.
Gerald C. Kane et al.
The 2015 Digital Business Report by MIT SMR and Deloitte identifies strategy as the key driver in the digital arena.
Gerald C. Kane et al.
The 2014 research report by MIT Sloan Management Review and Deloitte finds that measurement sophistication is finally taking hold in social business.
Michael Fitzgerald et al.
The 2013 Digital Transformation Report by MIT Sloan Management Review and Capgemini Consulting looks at the road to digital transformation.
July 26, 2016 | Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron, and Natasha Buckley
Digitally savvy executives are already aligning their people, processes, and culture to achieve their organizations’ long-term digital success.
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.
June 14, 2016 | Reid Hoffman
Artificial Intelligence is about to transform management from an art into a combination of art and science. Not because we’ll be taking commands from science fiction’s robot overlords, but because specialized AI will allow us to apply data science to our human interactions at work in a way that earlier theorists like Peter Drucker could only imagine.