Leadership

The Big Squeeze: How Compression Threatens Old Industries

  • Research Feature
  • Read Time: 16 min 

Accelerating compression of both revenues and profits may rapidly prove fatal to traditional businesses. Consider the accelerating decline of voice calls as a means of communicating via mobile telephone: From 2013 to 2015, average mobile voice revenue per user declined globally by 19%, and a further decline of 26% is expected through 2020. To stave off disaster, incumbents must transform and renew their core operations — while also growing into new businesses and industries.

Will AI Create as Many Jobs as It Eliminates?

  • Research Feature
  • Read Time: 8 min 

A new global study finds several new categories of human jobs emerging. These roles are not replacing old ones. They are brand-new positions that complement the tasks performed by AI machines and will require skills and training that have never before been needed.

How Digital Media Will Bring Out Our Best Selves in the Workplace

Tomorrow’s most productive individuals will have more and better digital versions of themselves. The vision: Individuals will be able to utilize customized software and digital tools to improve their performance and productivity, with these digital versions of themselves able to significantly outperform their average self. In this world, AI will stand for “Augmented Introspection” as well as “Artificial Intelligence.”

Saving Money Through Structured Problem-Solving

  • Research Feature
  • Read Time: 6 min 

As busy as they are, leaders need to find ways to observe fundamental work processes in their organizations. When they do, they usually discover that there are gaps between theory and reality in how works get done. Michael Morales’ experience — in which identifying and addressing such gaps led to his company saving $50,000 in just 60 days — is a case in point.

The Most Underrated Skill in Management

Few questions in business are more powerful than “What problem are you trying to solve?” Leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. But stopping to ask this question doesn’t come naturally — managers must put conscious effort into learning a structured approach.

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Building a More Intelligent Enterprise

The authors examine how managers can combine a sophisticated understanding of human decision making with technology-enabled insights to make smarter choices in the face of uncertainty and complexity. Integrating the two streams of knowledge is not easy, but once management teams learn how to blend them, the advantages can be substantial.

The Smart Way to Respond to Negative Emotions at Work

It is impossible to block negative emotions from the workplace. Whether provoked by bad decisions, misfortune, poor timing, or employees’ personal problems, no organization is immune from trouble. And trouble agitates bad feelings. However, in many workplaces, negative emotions are brushed aside; in some others, they are taboo. Unfortunately, the author’s research suggests that neither of these strategies is effective. Instead, insight and readiness are key to developing effective responses.

The Corporate Implications of Longer Lives

People are living longer and working longer — but few organizations have come to grips with the opportunities and challenges that greater longevity brings. Across the world, people are becoming more conscious of their lengthening working lives — but frustrated by their working context. The authors’ research suggests that while people know they will have to restructure their lives and careers, corporations are unprepared.

Embracing a Strategic Paradox

Within a business, opposing ideas typically lead to conflict and, in the face of conflicting demands, managers will feel anxiety, stress, and frustration. However, the authors’ research at Aeon Co. Ltd., one of Japan’s largest retailers, suggests that a positive approach to handling conflicts between opposing ideas can create new value for a company.

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Reframing Growth Strategy in a Digital Economy

Too many big companies are formulating their growth strategies using traditional planning approaches — yearly cycles, historical analytics, incremental thinking. The velocity that characterizes this new digital economy means this kind of growth planning is obsolete. To assert digital dominance, big companies need to capitalize on their ability to do things the disruptors can’t — like plan globally and mobilize considerable resources.

Protect Your Project From Escalating Doubts

Many big projects start off well, but then lose momentum and spiral downward as skeptical stakeholders withdraw support. Executives need to identify common triggers that spark stakeholder concerns — and take action to avert the ‘cycle of doubt’ that can ensue.

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Three Meaningful Strategies for Managing Rapid Change

  • Blog
  • Read Time: 4 min 

Global, social, and marketplace shifts are doing much more to transform the nature of work, how we work, and how organizations in both the private and public sector can best adapt to rapid global change. So how can organizations find new ways to avoid becoming saddled with legacy processes, technologies, and ways of thinking?

From the Archives: How to Reshore Manufacturing Successfully

  • Blog
  • Read Time: 3 min 

The Trump administration has an aggressive stance about finding new American manufacturing jobs, which could pressure some companies to consider bringing overseas operations back to the U.S. But the task is complex. “While the macroeconomic data on comparative labor and factor costs may be compelling, the actual process of reshoring — bringing assembly work back from abroad — is hard work,” wrote Harvard Business School’s Willy C. Shih, in a 2014 article in MIT Sloan Management Review.

Companies Brace for Decade of Disruption From AI

  • Blog
  • Read Time: 5 min 

With investments in Big Data bearing fruit, what do executives expect from the future? A new survey finds that artificial intelligence and machine learning are rapidly emerging avenues for innovation — and disruption. Nearly half of senior executives surveyed, from companies like American Express, Disney, Ford Motors, and General Electric, see disruptive change coming fast.

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