IT Governance & Leadership

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Adobe Reinvents Its Customer Experience

Developing a successful strategy for managing customer experience and creating a great experience for employees at the same time can be a big headache, especially for large companies. In this interview, Donna Morris, executive vice president of customer and employee experience at Adobe, discusses how the company’s unique approach generates value and goodwill internally and externally. She is interviewed by Gerald C. (Jerry) Kane, associate professor of information systems at the Carroll School of Management at Boston College and guest editor for MIT Sloan Management Review’s Digital Leadership Initiative.

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“Information” vs “Communication”: The Battle to Influence Decision Making

Information and communications technologies (ICT) have revolutionized the way we work. But do we really understand their organizational impact? In recent research, Raffaella Sadun, Thomas S. Murphy Associate Professor of Business Administration in the Strategy Unit at Harvard Business School, argues that, in spite of the shared acronym, the effects of information technologies and communication technologies should not be lumped together. In fact, their influences within the enterprise not only differ but actually diverge.

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Where Digitization Is Failing to Deliver

It has become a truism that the pace of work is faster than ever, as digital technologies speed up communication and operational processes in a story of unending progress. But increased speed has not translated into increased rates of productivity growth. Since 2004, growth rates have slowed not just in the US but across the world. Chad Syverson, J. Baum Harris Professor of Economics at the University of Chicago’s Booth School of Business, explains what the implications are, and why the benefits of new technologies are not straightforward.

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Halting the Corporate Brain Drain

  • Blog
  • Read Time: 4 min 

Companies often don’t know what their employees’ experience contributes until employees leave, taking their unique knowledge assets with them. But digital tools have the potential to reshape the relationship between organizations and retiring employees. First, when used for collaboration, advanced social media platforms can record all interactions between employees and preserve them for later use. And second, digital platforms introduce the possibility of redefining the relationship companies have with retired staff.

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The Dark Side of the Digital Revolution

  • Interview
  • Read Time: 10 min 

As digital technology transforms the way we do business, too many executives aren’t recognizing how business is changing at a fundamental level. “I think there’s a tendency to look at digital technology and think about it more as an opportunity, a choice,” says Deloitte Center for the Edge Innovation co-founder John Hagel III. “The mounting pressure turns this from an opportunity and choice into an imperative. The longer you wait, the more marginalized you’re going to become.”

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The Long-Tail Strategy for IT Outsourcing

No longer just a cost-saving measure, IT outsourcing has emerged as an important strategic tool for acquiring cutting-edge ideas. Many companies are expanding their portfolios of IT suppliers to include smaller, highly innovative companies. But this expansion increases the complexity of managing supplier portfolios. To take full advantage of the innovations that diverse suppliers provide, organizations need to reimagine their strategies to be dynamic, diversified, and still disciplined.

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The Dark Side of Information Technology

All of our wonderful mobile devices don’t always make us good at managing what we do with them. Handling information flows can take a toll on employee well-being, with some employees experiencing “technostress” from the pressure to multitask and to respond to Emails quickly. But there are steps executives can take to counter the negative effects of IT use. These steps encourage employees to step back and examine their personal relationships with IT.

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At Amadeus, Finding Data Science Talent Is Just the Beginning

Everyone wants to hire skilled data scientists — especially Spain’s Amadeus, a travel sector technology company. Amadeus has brought more than forty new hires into this post since 2013. But locating talent is just the beginning. In an interview with MIT Sloan Management Review, Amadeus’s Denis Arnaud describes the steps he takes to not only identify data science talent, but to make sure they integrate well into the company, too.

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Getting Value From Your Data Scientists

Data scientists differ from other types of analysts in significant respects. To create real business value, top management must learn how to manage these “numbers people” effectively. To help executives avoid repeating some of the mistakes that have undermined the success of previous generations of analytical talent, the authors offer up seven recommendations for providing useful leadership and direction.

Image courtesy of Flickr user Wilber Baan.

The Risks and Responsibilities of Tech Innovation

The introduction of Google’s breakthrough wearable computer, Google Glass, creates numerous possibilities for risky behavior on the part of Glass users. Should companies on the cutting be held responsible for their customers’ poor judgment in using new tech? There are legal and social precedents that say they should, but business and corporate responsibility expert Christine Bader suggests ways companies can combat this problem.

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The Digital C-Suite

A new study finds that executives at large companies are unhappy with their digital strategies and ability to make decisions on technology. The problem? Lack of cohesion and coordination among departments. Having all C-level executives engage with technology and digital business strategy might be the answer.

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Preparing Analytics for a Strategic Role

The way health care is billed in the U.S. system is part of the reason costs are so high. WellPoint*, one of the largest providers of health care benefits and insurance in the U.S., is using analytics to change its provider payment system. The goal: promote a health care system based on value, not the volume of services. This Data & Analytics Case Study takes an in-depth look at how WellPoint went from idea to implementation, working with physicians and IT staff to build its Enhanced Personal Health Care program.

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Harnessing Quant Power

A new book by Thomas H. Davenport and Jinho Kim says that if companies can’t turn all the data they’re swimming in into better decision making through quantitative analytics, they’re “probably creating suboptimal performance.” The book, Keeping Up with the Quants: Your Guide to Understanding and Using Analytics, is geared toward executives who are not analytics experts but whose jobs require them to deal with those who have such expertise, both inside and outside their organizations.

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Elevating Data, Analytics to the C-Suite

The former senior vice president of vendor analytics at Bank of America is now chief analytics officer at Bank of America Merchant Services. While Merchant Services is technically a separate business, Douglas Hague’s ascension to the C-suite is notable in that it’s one of the first analytics roles to report directly to the CEO at Bank of America Merchant Services. That has some implications for strategy and for long-term planning.

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The Nine Elements of Digital Transformation

  • Opinion & Analysis
  • Read Time: 10 min 

Companies use emerging technologies to achieve powerful enhancements to their operations. Research finds nine change areas: understanding customer wants and needs, increasing top-line revenues, opening new touch points for customers, automation of operations, knowledge sharing, performance management, digitizing parts of the business, creating new business models and globalization. The key is for executives to have vision, focus and follow-through.

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The Real Savings From IT Outsourcing

Research suggests that outsourcing IT can help reduce sales expenses and general and administrative costs, which are often four to five times IT costs. Managers need to take a balanced approach to their investments in internal systems and outsourcing to reap greater benefits in terms of cost savings. Analyzing the impact of outsourcing on non-IT costs and formulating strategies for maximizing the savings on these expenses can help companies get the most out of outsourcing spending.

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CDOs Are Reaching New Heights — and Quickly

  • Blog
  • Read Time: 3 min 

The chief digital officer (CDO) is a new title in the C-suite, and it’s gaining traction. According to David Mathison, the head of the CDO Club, the number of executives with that title has risen from 75 in 2011 to nearly 500 in 2013. Though the CDO title is most prevalent in industries related to content, where digital disruption is ongoing, CDO posts are appearing in all sectors of the economy. And CDOs are becoming hot candidates for CEO jobs. Despite their small numbers, at least seven people have leapt from the CDO chair to a CEO or president’s title.

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Embracing Digital Technology

A study by MIT Sloan Management Review and Capgemini Consulting finds that companies now face a digital imperative: adopt new technologies effectively or face competitive obsolescence. While there is consensus on the importance of adopting digital technology, most employees find the process complex and slow. Many say their leaders lack urgency and fail to share a vision for how technology can change the business. Companies that succeed tend to have leaders who share their vision and define a road map, create cross-organizational authority for adoption and reward employees for working towards it.

Showing 1-20 of 55