- Opinion & Analysis
- Read Time: 12 min
Executives, entrepreneurs and investors are too ready to believe that commodity is destiny. The result is a dulling of strategic focus and a narrowing of the business mind.
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Reaping the elusive productivity rewards of information technology requires that an organization must change the way it does business. Schneider National took that dictum to heart and became a trucking and logistics powerhouse.
Electronic information can easily overwhelm people with large volumes of data. An abundance of information often strains human limits: attention, memory, motivation or other factors. In response to this challenge, software that assists humans in filtering and organizing information into more digestible amounts and formats have appeared (Alba et al.,
He probably wouldn’t, but Robert Taylor could lay claim to being the best-ever manager of innovation. In the late 1960s, Taylor headed the office at the Advanced Research Projects Agency that oversaw implementation of the first four nodes of the Internet.
Traditionally, a company’s links to its customers, suppliers and other external parties have been based upon either arm’s-length transactions or socially embedded ties. Electronic technologies have enabled a third and more flexible option, dubbed “virtually embedded ties.”
The benefits of Web services will be profound, but not easily or quickly obtained. Building application-to-application links will require not only excellent technologists but skilled managers and leaders as well.
Should birds of a feather flock together? Not if the goal is to promote innovation, says Rachelle C. Sampson, assistant professor of logistics, business and public policy at the University of Maryland’s Robert H. Smith School of Business.
I had probably greeted Tom in passing more than 50 times before we actually met. A new student at the MIT Media Lab, he worked just a few doors down the hall from my office, but I was a busy doctoral student and didn’t have much time to cultivate relationships.
How do new industries typically form? Who are usually the initial customers, and how is competition likely to evolve? Such questions have long interested researchers studying technological innovation and its impact on business. Adding to that body of work, Jeffrey L.
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