Opinion & Analysis

Showing 21-40 of 264

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IoT and Implications for Organizational Structure

  • Opinion & Analysis

In this webinar, James Heppelmann, president and chief executive officer of PTC, discusses how IoT is transforming companies’ organizational structures. He illustrates the new need for companies to coordinate across product design, cloud operation, service improvement, and customer engagement, and some of the models for making the transition to a new structure, including centers of excellence and steering committees.

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Using Artificial Intelligence to Set Information Free

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.

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Changing the Game with IoT

  • Opinion & Analysis
  • Read Time: 9 min 

The Internet of Things represents an unprecedented opportunity for businesses. To realize IoT’s full economic impact, however, businesses should adopt a “systems” rather than a “things” mindset. By doing so, they will see the value of using IoT data to understand—and then optimize—complex systems, be they supply chains, production plants or smart cities. By investing in an integrated, scalable analytical platform, businesses can open up possibilities for staff to make sense of the data generated by IoT and realize its transformational promise.

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In Boardrooms, the Same Is a Shame

Corporate boards around the world present a uniformly white, male face — and this is a problem when it comes to how firms approach the global marketplace. When too many people at the top look at the business landscape through the same lens, they are likely to miss both impending problems and potential opportunities. Institutional biases that suppress diversity in the C-suite create a hidden risk factor — one that boards can address by taking a long, hard look in the mirror.

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The Lost Art of Thinking in Large Organizations

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.

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Managing the Bots That Are Managing the Business

We are just at the beginning of the transformation from an economy dominated by human workers to one dominated by electronic workers. The great management challenge of the next few decades will be understanding how to get the best out of both humans and machines, and understanding the ins and outs of who manages whom.

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The Real Lessons From Kodak’s Decline

Former photography giant Kodak is often cited as having lacked the vision to recognize the effects digital technology would have on its business. The reality of what happened — and the true lessons of Kodak’s experience with digital disruption — highlight the complex challenges posed by fast-moving technological innovation.

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Amsterdam’s Intelligent Approach to the Smart City Initiative

  • Opinion & Analysis
  • Read Time: 5 min 

The City of Amsterdam is using data analytics to understand how it can better serve the needs of residents, businesses and tourists. With the strong backing of Amsterdam’s political leaders, the champions of the Smart City initiative are cultivating partnerships with government administrators and the private sector to field a wide range of pilot tests to uncover opportunities to improve everything from recycling and energy conservation to mental health services and information for tourists.

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Customizing Your Social Strategy to the Platform

  • Opinion & Analysis
  • Read Time: 2 min 

Companies that want to draw innovation ideas from social media need customized approaches. An approach that works on Facebook, for example, is different from one that works on LinkedIn. Companies also should emphasize the “social” by helping users create or enhance relationships. Companies that do this often benefit through people’s subsequent engagement with the company’s online innovation activities.

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Getting Product Development Right

The Spring 2016 issue of MIT Sloan Management features a Special Report on new product development. Articles include “Why Great New Products Fail,” “Finding the Right Role for Social Media in Innovation,” “Developing New Products in Emerging Markets,” “Why Learning is Central to Sustained Innovation,” and a look at the opportunities presented by the Internet of Things, in “Now That Your Products Can Talk, What Will They Tell You?”

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Now That Your Products Can Talk, What Will They Tell You?

Products connected to the Internet of Things are providing unprecedented levels of information that can be used to improve both products and customer experience. For instance, a company does not have to wait until a customer calls with a complaint to know that a product connected to the Internet of Things is not working correctly. Instead, the product could already communicate the information, giving the company the ability to provide proactive service. Result: more loyal customers.

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Debating Disruptive Innovation

Few MIT Sloan Management Review articles garner as much attention as Andrew A. King and Baljir Baatartogtokh’s “How Useful Is the Theory of Disruptive Innovation?” After surveying 79 industry experts, King and Baatartogtokh concluded that many of the cases cited as examples of disruptive innovation by Harvard Business School professor Clayton M. Christensen and his coauthor Michael E. Raynor did not fit four of the theory’s key elements well. Here, three experts provide responses to continue the conversation.

“How Useful Is the Theory of Disruptive Innovation?” was the question raised by an article in the fall 2015 issue of MIT Sloan Management Review. In this issue, several more experts weigh in on the topic.

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A Promising Analytics Approach for Oil and Gas Companies

  • Opinion & Analysis
  • Read Time: 4 min 

GE is educating its customers in the oil and gas industry about the productivity gains they can realize through its Industrial Internet. As with other analytics efforts, it takes more than stellar technology offerings. It takes understanding how to reach decision-makers and others who will choose whether to adopt these business-changing systems. GE is accounting for these factors as it works to help an industry under stress move forward in the big data age.

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How Transparency Changes Business

The Winter 2016 issue of MIT Sloan Management Review explores how increased transparency — and, in particular, the ready flow of information in a digital world — is changing the environment in which corporations operate. Transparency also is changing the distribution of power between large organizations and those who challenge them. Executives need to anticipate the possibility that any issues related to their company could someday be public knowledge.

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Has Your Office Become a Lonely Place?

With increasing amounts of work getting done outside the traditional corporate office — for example, through employees working at home — those left in the office may face a lonelier, and even less productive, office environment. In fact, working remotely may be contagious, because if many people on a team aren’t in the office much, coming into the office has less benefit for the remaining employees. “Once a certain number of individuals are working offsite, everyone is isolated,” write researchers.

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From the Editor: Disruption Everywhere?

The Fall 2015 issue of MIT Sloan Management Review has two big themes: developing tomorrow’s leaders, and disruption. In a special report on leadership, four articles explore how to engage, keep, and train the next generation of managers. “Preparing for Disruptions Through Early Detection” highlights the detection techniques to become more resilient. And “How Useful Is the Theory of Disruptive Innovation?” takes a deep dive into Clayton M. Christensen’s influential theory of disruptive innovation.

Showing 21-40 of 264