Global

Courtesy of Women's World Banking.
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Women’s World Banking: A Model Knowledge Network

Knowledge networks are helping members of organizations of all sizes learn quickly and collaborate productively. The most effective networks, including organizations such as Women’s World Banking, are clear about goals, allow for shared expertise and embrace online communication. Women’s World Banking, for instance, has a robust website where members discuss topics, share documents and collaborate on wikis. Charu Adesnik of Cisco, which provided seed funding for the network’s Leadership Community, says that “technology allows learning to continue well after an in-person training.”

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Why Predictive Analytics Needs Due Process

Researchers are proposing a new method to limit privacy harms from predictive analytics: Apply due process that would determine, legally, the fairness of an algorithm. While a new framework may be a step forward for individual privacy, what does it mean for organizations that collect and utilize big data through a predictive analytics lens? A couple of things — should data-oriented due process pass policy and legislative muster.

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Three Paradoxes of Big Data

The 1997 sci-fi film Gattaca presents a society where DNA determines social class. A registry identifies and creates genetically superior individuals — termed “valids” — while winnowing out their naturally conceived “in-valid” counterparts. The “valids” have a predetermined career (and life!) path, unalterable by desire, capability, circumstance or happenstance.

But how close are fact and fiction? Can genetics, biometrics and, essentially, predictive analytics be utilized to determine an individual’s path?

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MIT Sloan Management Review Launches Chinese Edition

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MIT SMR has launched a Chinese edition of its magazine and website, in partnership with local publishing firm Shanghai Li Han Technology Information Management Co. Ltd. Building on MIT SMR’s English language content, translated into Simplified Chinese, the publication will be enhanced by localized content relevant to business leaders and academics in China. The Chinese edition will bring MIT SMR’s premier content to the Chinese management and business community.

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Smart Cities and Economic Development: What to Consider

Smart cities are popping up around the globe, from China where 193 smart cities are being piloted, to Europe, the U.K. and the U.S. Their development involves a wide scope of technology, everything from renewable energy, green buildings and smart grids to traffic management, urban security and medical technology.

The goal: urban sustainable development and economic growth. Opportunities abound to be part of this global urban revitalization effort. The question is, at what cost to participants?

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Is Digital Advertising a New Form of Market Manipulation?

Social networking and digital advertising are colliding at a dizzying rate. Facebook, which has over 1 billion users, is launching video ads. Twitter, with more than 200 million users, just bought MoPub, a digital advertising platform that essentially creates an ad space that is sold and delivered every time a user views a page. What does this all mean for the relationship between businesses and consumers? The short answer: Market manipulation.

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Developing Tomorrow’s Global Leaders

Human resources executives say that the next generation of global executives will be more diverse. But by diverse, they don’t just mean having variations in age, nationality and gender. They believe that top leadership groups in the future will be characterized by people with greater diversity of experience and “thought styles.” HR executives also believe that next-generation leaders will be working more collectively.

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Building Your Company’s Capabilities Through Global Expansion

Today, the task of the global strategist involves not only identifying where to leverage a company’s strength but also how to enhance and renew its capabilities. The experience of many global companies suggests that expensive mistakes are often made when companies don’t ask key questions before making internationalization decisions. By better understanding their own competitive advantages and how they might fit into or complement a new market, companies can improve their chances of success.

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How Disruptive Will Innovations from Emerging Markets Be?

Companies located in developing countries are currently serving billions of local consumers with innovative and inexpensive products. But what happens when more of those companies make the leap into more developed markets? Is it inevitable that these companies will overtake the more developed companies? Using historical examples, this article looks at how disruptors and incumbents compete. For incumbents, knowing that much of their fate rests in their hands is half the battle won.

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How to Compete in China’s E-Commerce Market

A surprising number of high-profile Western companies have stumbled in e-commerce in China, including Amazon and Google. This article offers a list of workable strategies to succeed in Chinese e-commerce, gleaned from U.S. companies’ experiences.

There is no one-size-fits-all solution. However, in a market like China’s, where local knowledge and culture are crucial to success, more thought should be given to how to better serve local customers and adapt in a rapidly changing market.

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Building Effective Business Relationships in China

As China’s growth and integration into the world economy continue, many companies are looking for ways to build effective business relationships with Chinese companies. China’s ways of doing business are becoming more Westernized, but non-Chinese executives must still work hard to build trust in relationships with their Chinese business partners. But developing trust between Chinese and Western executives takes time. This article explores methods for developing cross-cultural trust.

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Learning How to Grow Globally

Faced with the need to educate themselves quickly about a foreign market, companies employ a variety of approaches to learning. New research offers insights into choosing the best approach for your circumstances.

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Mobilizing for Growth in Emerging Markets

The article offers four recommendations for an effective “network orchestration” strategy, bringing together local and global innovation partners in emerging markets. Multinationals should extend innovation partnerships beyond the usual channel partners by engaging key community stakeholders such as government bodies, universities and NGOs; engage innovation partners strategically with a larger purpose; trust but verify in a transparent manner; and designate local partner network managers.

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The Art of Piloting New Initiatives

Successful multinationals get that way by finding better ways to leverage operational improvements across the entire company. But developing such superior processes is not easy. New operational ideas fail for many reasons. One of the most common is not that the idea was bad, but that the developers set up a pilot that failed to persuade managers in the units that the process was an improvement. Successful pilots share three qualities: credibility, replicability and feasibility.

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Flat World, Hard Boundaries – How To Lead Across Them

While technological innovations have revolutionized the workplace, it is ironic that relational boundaries — obstacles to productive human interactions — remain largely unchanged. This article identifies five types of such boundaries, and suggests that all five of them may be overcome when collaborative and creative leaders engage in six boundary spanning practices: buffering, reflecting, connecting, mobilizing, weaving and transforming.

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