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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.
Glen L. Urban and Fareena Sultan
Smartphone apps that provide consumers with helpful information can improve users’ trust in a brand.
November 20, 2014 | Hal Varian (Google), interviewed by Sam Ransbotham
Hal Varian, chief economist at Google and emeritus professor at UC Berkeley, has been with Google for more than a decade and has unique insight into the past and future of data analytics. In a conversation with MIT Sloan Management Review guest editor Sam Ransbotham, Varian says that companies need to beef up their systems to function within an overwhelming data flow — including new voice-command system data and other computer-mediated transactions.
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.
The overconfidence of presumed expertise is counterproductive. Instead, data trumps intuition.
Can we automate enough of what data scientists do to ease the skills gap?
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.
New tech can create new hazards for users — and for companies. Here’s how to limit the risk.
George Westerman et al.
Digital advances create opportunities for companies to redefine nine key areas of their operations.
A recent book by Thomas H. Davenport and Jinho Kim advises companies on how to capture the power of big data.
Kunsoo Han and Sunil Mithas
Research suggests that outsourcing IT helps reduce sales expenses and general and administrative costs.