- Research Highlight
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New research finds that investments companies make in information technology increase profitability and sales more than investments in advertising or R&D do.
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Skills such as applied math and statistics, negotiation and group dynamics, and persuasion can help you prepare yourself for careers in a fast-changing economy filled with ever-faster, ever-smarter computers, write MIT Sloan’s Erik Brynjolfsson and Andrew McAfee.
The relentless advance of information technology today means that a key task of the business manager now is to cope with one wave of IT innovations after another. At any given time, an executive is likely to feel more or less inundated by a current wave, unsure of what all the commotion is about, unable to avoid the topic in conversation and yet suspicious that the latest “killer app” may be mostly hype. Is there a better way?
The capabilities of computers are now improving so quickly that concepts can move from the realm of science fiction into everyday life in just a few years, rather than a lifetime. Rapid advances in information technology — computer hardware, software and networks — are yielding applications that can do anything from answering game show questions to driving cars. But to gain true leverage from these ever-improving technologies, companies need new processes and business models.
Companies’ use of sophisticated Six Sigma tools and similar improvement activities often creates information overload for workers, writes Satya S. Chakravorty of the Coles College of Business at Kennesaw State University.
Business analytics projects are often characterized by uncertain or changing requirements — and a high implementation risk. So it takes a special breed of project manager to execute and deliver them.
The worldwide Langley Knights Competition starts July 2 at 9:00 EDT. Use social media and Google Maps to track down 5 knights in shining armor — both real and virtual. $16,500 in prizes and anyone can play.
Five ways that user-focused IT professionals can create tools for executives to access information quickly and flexibly.
www.ibm.com/luggage does a great job bringing automation and integration to life. It explains how “3 million lines of code” move luggage efficiently at Amsterdam’s Schiphol Airport.
Almost all executives want more and faster information, and almost all companies are racing to provide it. What many of them overlook, though, is that the real aim should be not faster information but faster decision making — and those aren’t the same things. "Few organizations have reached an optimum with regard to how fast important information reaches in boxes, desks and brains," write the authors. "Decision makers can digest only so much information, and only so fast."
Virtual worlds have been slow to catch on in businesses — but employees familiar with the technology may help.
Companies have been trained to think about data all wrong, say Attivio’s Ali Riaz and Sid Probstein. “Analytics don't have to be based on super-precise data,” they say. “The report doesn't have to be perfect. It needs to capture the behavior, not the totality of it."
How the smartest organizations are embedding analytics to transform information into insight and then action. Findings and recommendations from the first annual New Intelligent Enterprise Global Executive study.
There are vast wastes involved with our hesitancy to learn new collaborative technologies. Adoption gaps are huge issues for companies making everything from baby steps to big strides in embracing new technologies.
CIOs who learn to balance formal and informal structures can create global IT organizations that are more efficient and innovative than organizations that rely primarily on formal mechanisms. Organizational network analysis provides a useful methodology for helping executives assess broader patterns of informal networks between individuals, teams, functions and organizations, and for identifying targeted steps to align networks with strategic imperatives.
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