Leading Change

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Organizing for New Technologies

  • Research Highlight
  • Read Time: 6 min 

When faced with an emerging technology, many companies have trouble responding — not because they don’t recognize how it impacts their business, but because they have difficulty managing the uncertainty around the new technology’s competitive viability. And when the technology significantly disrupts the company’s existing business, it can create structural impediments to pursuing opportunities.

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Warding Off the Threat of Disruption

  • Opinion & Analysis
  • Read Time: 6 min 

In a fast-changing digital landscape, companies shouldn’t wait too long to reconfigure their offerings — but they also should be wary of moving to an untested technology too soon. Monitoring trends in related industries and identifying high-potential startups for acquisition helps to ensure appropriate timing for business model changes.

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Do You Have the Will for Digital Transformation?

Research shows that successful digital transformation does not require secret digital knowledge; it simply requires the boldness to recognize that digital transformation is occurring and to begin trying to adapt your business to account for and capitalize on these trends.

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Creating Management Processes Built for Change

The business literature is full of references to “agile” processes, but what are they? Agility refers to an organization’s ability to make timely, effective, and sustained changes that maintain superior performance. Agile organizations continuously adjust to changing circumstances by changing product offerings, entering or exiting markets, or building new capabilities. This strategy requires management processes that can support adaptability over time.

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Why Digital Transformation Needs a Heart

Digital innovation is transforming every part of the company, from customer experience to business models to operational management. But it’s people who make companies work. The digital economy shouldn’t be one where automation squeezes workers — and managers — out, but one where computers help employees to collaborate fluidly, make decisions scientifically, and manage better with automation than they ever could without it.

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The Three New Skills Managers Need

As digital technologies evolve, managers and employees will need to learn three important skills: partnering with new digital “colleagues,” creating a mindful relationship with omnipresent digital technologies, and developing empathy for the varying technology preferences of their human coworkers. Organizations, for their part, will need to design processes to support these efforts, and managers will need to be both flexible and thoughtful in how they respond.

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The 2016 Richard Beckhard Memorial Prize

This year’s winning article is “Accelerating Projects by Encouraging Help,” by Fabian J. Sting, Christoph H. Loch, and Dirk Stempfhuber. The authors examine project planning and execution challenges and describe a case study of a company that designed a help process to encourage workers to seek and provide mutual assistance. The Beckhard Prize is awarded annually to the authors of the most outstanding MIT SMR article on planned change and organizational development.

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Achieving Meritocracy in the Workplace

Rewarding employees based on merit can be more difficult than it first appears. Even efforts to reduce bias can backfire; disparities in raises and bonuses by gender, racial, and other characteristics persist in today’s organizations not only despite management’s attempts to reduce them but also because of such efforts. The author describes how a simple analytics-based approach can address these concerns and produce a truly meritocratic workplace.

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The New Rules For Crisis Management

Digital media have produced an explosion of nontraditional news outlets. When a crisis arises, managers must be aware of media controlled by various stakeholder groups, which may have significant influence on how the crisis evolves. Failure to recognize the power of stakeholder-controlled media has significantly affected the outcomes of past corporate crises. Companies need to know how stakeholders gained this power, how they use it, and what to do about it.

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In Boardrooms, the Same Is a Shame

Corporate boards around the world present a uniformly white, male face — and this is a problem when it comes to how firms approach the global marketplace. When too many people at the top look at the business landscape through the same lens, they are likely to miss both impending problems and potential opportunities. Institutional biases that suppress diversity in the C-suite create a hidden risk factor — one that boards can address by taking a long, hard look in the mirror.

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How Scenario Planning Influences Strategic Decisions

Anecdotal evidence suggests that considering various scenarios helps strengthen decision making. To test this idea, researchers offered a scenario-based workshop to executives to see how considering scenarios affected decisions. They found that though participants’ confidence in their choices never wavered, the strategic choices they made before the exercise often changed dramatically after viewing the scenarios, with a tendency to become more flexible and focused on long-term value.

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The Real Lessons From Kodak’s Decline

Former photography giant Kodak is often cited as having lacked the vision to recognize the effects digital technology would have on its business. The reality of what happened — and the true lessons of Kodak’s experience with digital disruption — highlight the complex challenges posed by fast-moving technological innovation.

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Managing Tensions Between New and Existing Business Models

Exploring new business models may be a good way to stay competitive, but doing so can create tensions internally, in areas such as organizational structure and competition for resources. Companies exploring business model innovation may not recognize the inevitability of these tensions and thus be poorly prepared to manage them. But understanding these issues may lessen some of the organizational challenges associated with business model innovation.

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Equipping the Sustainability Insurgency

Sustainability Insurgents are professional insiders who seek to align their organizations with a global vision of a peaceful, prosperous, and sustainable world. This article explores how two insurgents, working for dramatically different organizations, developed a peer-to-peer network to help spread the sustainability insurgency.

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Keep Calm and Manage Disruption

Disruption can be averted, and many businesses manage through it by beating the new competition, joining them, or waiting them out. “To be sure, facing disruption is no picnic,” writes Joshua S. Gans, author of The Disruption Dilemma. “But it also isn’t the existential threat that so many see it as.” Many businesses are finding ways to weaken disruptive events, sometimes by investing aggressively in the new innovation after entrants had brought it to market or by acquiring the entrants and the actual disruption.

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How Time-to-Insight Is Driving Big Data Business Investment

With the emergence of a digital economy over the course of the past two decades, leading companies have learned that they must act faster to respond to customer needs and competitive dynamics. The fourth annual Big Data Executive Survey confirms that Fortune 1000 firms recognize that faster time-to-insight correlates with success and will be the driving force behind Big Data investment for the years ahead.

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Leading in the Age of Super-Transparency

Thanks to social media and an increasing flood of data, the capacity to generate causes and controversies almost instantly has become the new norm in today’s “super-transparent society.” Individuals and organizations produce a voluminous, mostly involuntary, “digital exhaust,” which reveals much more about them than they think it does. Most business leaders have not yet come to grips with the new reality — and what it means for their organizations.

Showing 1-20 of 58