- Research Feature
- Read Time: 28 min
A user’s guide to the building blocks of collective intelligence: By recombining CI “genes” according to the work required, managers can design the powerful system they need.
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How have strategies for supply chain design changed in recent years? What are the forces most profoundly shaping them now? What kinds of models have emerged for companies to consider, choose among or learn from?
In this pair of twinned interviews, MIT professor and entrepreneur David Simchi-Levi and MIT professor Charles Fine — two of the world’s leading thinkers on supply chain and value chain design — offer answers to those questions and others.
Even corporations with clear environmental aims fail to go the distance when it comes to their supply chains. But lessons from a small group of Fortune 500 companies can give them the direction they need.
How are sustainability pressures altering the competitive landscape, and how are businesses responding? The first annual Business of Sustainability Survey and interview project found that a strong consensus of managers believe sustainability is having and will continue to have a material impact on how companies think and act.
It often seems that changes and threats come out of nowhere – until we learn later that the signals were there all along and we just didn”t read them correctly. One step toward reading them better is understanding why we misinterpret them in the first place.
Many companies invest considerable time and energy trying to build trust with customers, employees, suppliers and investors. Why are some of those efforts doomed to fail?
Many large multinational corporations are hardly a model of organizational efficiency, with the right hand frequently not knowing what the left is doing. A valuable solution developed at one location fails to spread to other sites struggling with a similar problem, so they continually have to reinvent the wheel.
New research indicates that there are five steps that can help business leaders increase CSR’s effectiveness as a lever for talent management.
For any breakthrough innovation project, specific objectives are often unclear or highly malleable, and the paths to them are murky. Rather than feign a certainty that doesn’t exist, project managers need a systematic, disciplined framework for turning uncertainty into useful learning that keeps the project tacking on a successful course.
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