- Research Feature
- Read Time: 19 min
Our new survey suggests that companies experienced in analytics use are increasingly gaining competitive advantage — but their approaches vary.
Register free for 3 free articles per month, commenting privileges and free updates.
Showing 21-40 of 100
In our 2011 survey of 4,000 people about The New Intelligent Enterprise, 44% said uniformly consistent data quality across the organization is a more important characteristic than the data’s timeliness (31%) or even relevance (30%).
MIT Sloan’s Andrew McAfee, speaking at the Enterprise 2.0 conference, says that old-fashioned bosses with hot new computers equal a nightmare scenario.
Innovators tend to think that information technology systems are too orderly and controlling even to cope with the messy process of innovation — much less enable it. But as some leading companies show, smart managers bring the whole IT menu to the challenge.
Best practice in product development (PD) is migrating from local collaboration to global collaboration. Global product development (GPD) represents a transformation for business, and it applies to a range of industries. The objective of this article is to present frameworks that can help companies address strategic and tactical issues when considering GPD. The concepts have been developed through discussions with more than 100 companies in 15 countries in North America, Europe and Asia.
As sustainability-related pressures change the competitive landscape, what kinds of capabilities and characteristics will that landscape demand of companies that aim to thrive? Here’s what Business of Sustainability survey respondents and sustainability thought leaders say.
What’s one of the challenges to successful management or process innovation in an existing business? The array of organizational structures that are designed to keep current processes running smoothly.
Based on an investigation of the performance of 80 software development projects with varying levels of dispersion — members in different cities, countries or continents — this article asserts that virtual teams offer tremendous opportunities despite their greater managerial challenges. In fact, dispersed teams outperformed their colocated counterparts when they had the appropriate processes in place. Those processes can be classified in two categories: task-related and socio-emotional.
Nurturing a new and lasting idea doesn’t result from analyzing market data. Aspiring creators must act on what nonprofits already know: you get the best answers by burying yourself in the questions. The authors explore the efforts of companies such as Grameen Bank and Hindustan Unilever Ltd., the Indian subsidiary of the Dutch consumer products multinational Unilever N.V. They are engaged in serving the multitrillion-dollar consumer market at the “base of the economic pyramid” or BoP — the four billion people with annual per capita incomes below $1,500.
The editors of the MIT Sloan Management Review are pleased to announce the winners of this year’s Richard Beckhard Memorial Prize, awarded to the authors of the most outstanding MIT SMR article on planned change and organizational development published from Fall 2007 to Fall 2008.
If you devise strategy by thinking only about the positioning of your company’s product or service, you are missing a huge opportunity.
Most mergers fail because the newly constructed management team has been put in no position to actually lead. Can the pitfalls faced by merged teams be avoided, and the opportunities seized? Here are six guidelines for setting up new management to succeed.
Showing 21-40 of 100