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George Westerman and Didier Bonnet
By using mobile devices, social media, analytics and the cloud, savvy companies are transforming the way they do business.
By 2020, most new data will be generated not by people but by sensors and embedded, intelligent devices.
Monideepa Tarafdar et al.
All of our wonderful mobile devices don’t always make us good at managing what we do with them.
March 18, 2014 | Mark Keil, H. Jeff Smith, Charalambos L. Iacovou and Ronald L. Thompson
Accepting five inconvenient truths about project status reporting can greatly reduce the chance of being blindsided by unpleasant surprises. For instance, many employees tend to put a positive spin on anything they report to senior management. And when employees do report bad news, senior executives often ignore it. Overconfidence is an occupational hazard in the executive suite, and executives need to examine their own assumptions and beliefs about project status reporting.
What differentiates data scientists from other quantitative analysts? It's partly their skill set and partly their mind set.
Tuck Rickards (Russell Reynolds), interviewed by Michael Fitzgerald
As business moves to a real-time, data-driven focus, the search for talent has undergone a quantum shift.
Robin M. Hogarth and Emre Soyer
Simulations can help shrink the gap between what analysts try to explain and what decision makers understand.
Data analysts may have external agendas that shape how they address a data set — but a savvy manager can identify biases.
Today’s business leaders have access to more data than ever, but making sense of all that data is challenging. Open access to this group of MIT Sloan Management Review articles on 21st-century leadership skills is provided courtesy of Stanford’s Graduate School of Business.
David Kiron et al.
Executives are increasingly recognizing the value of social business to their organizations.
Thomas H. Davenport
Research into how the sports world uses data offers five lessons that almost any business could adopt.
Jeanne G. Harris and Vijay Mehrotra
To create real business value, top management must learn how to manage data scientists effectively.
Andy Binns et al.
What does it take to transform an organization before a crisis hits?
Ginka Toegel and Jean-Louis Barsoux
To grow as an executive, you need to recognize and manage your strongest tendencies.
Sarah Kaplan and Wanda Orlikowski
In turbulent markets, managers can build momentum for innovative strategies by rethinking the past, reconsidering present concerns – and reimagining the future.
Companies are having a tough time finding the data scientists they need — but that doesn’t mean those projects need to halt altogether.
Kunsoo Han and Sunil Mithas
Research suggests that outsourcing IT helps reduce sales expenses and general and administrative costs.
What can companies do to help fill their data scientist gap? That was the topic at a conference hosted by the MIT Center for Digital Business.
Denis Arnaud, interviewed by Michael Fitzgerald
A company that wants to successfully use analytics needs to make sure its data scientists are fully integrated into business units.