- Opinion & Analysis
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Motivated by rising health-care costs and commitment to their staff’s health and productivity, many companies are taking matters into their own hands.
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MIT’s Andrew McAfee has a new book that looks at Enterprise 2.0 tools as a way to span organizational networks. In an interview, he talks about the wide variety of organizations that are embracing the collaborative use of technology, the upsides of being able to identify who knows what, and why managers should be interested in Facebook.
As increasing numbers of employees work remotely, companies need to find effective ways to manage internal communication and social interaction, and also to provide these employees with opportunities to become more visible.
The editors of the MIT Sloan Management Review are pleased to announce the winners of this year’s Richard Beckhard Memorial Prize, awarded to the authors of the most outstanding MIT SMR article on planned change and organizational development published from Fall 2007 to Fall 2008.
Based on an investigation of the performance of 80 software development projects with varying levels of dispersion — members in different cities, countries or continents — this article asserts that virtual teams offer tremendous opportunities despite their greater managerial challenges. In fact, dispersed teams outperformed their colocated counterparts when they had the appropriate processes in place. Those processes can be classified in two categories: task-related and socio-emotional.
Companies are experimenting with new business models, from examples like MinuteClinic, a pioneer in low-cost retail health care that treats everyday ailments inside a drugstore, to Joost.com, an innovator in Web-based TV operated by Joost Technologies B.V. of the Netherlands. But genuinely new business models are hard to come by. Companies are therefore on the lookout for new forms of competitive advantage. One emerging possibility is the idea that a company’s management model can become a source of advantage.
Companies today live under the relentless glare of metrics, but few measures directly answer a key question on the minds of the senior team: Do we have enough leaders, and the right leaders, to run our business both today and in the future?
A comprehensive analytic framework can provide a common language for discussing decisions and values with colleagues, helping to build a culture that better integrates the organization’s values into staff decision making.
At many companies, intellectual property has become an area of focus. Research shows that top-management involvement in IP strategy is associated with better IP performance.
Companies have a number of internal and external conflict-resolution resources at their disposal. In addition, they should consider creating the new role of board ombudsman to mediate disagreements.
Many executives talk about the need for greater flexibility and adaptability from their companies. But the truth is that most businesses have organized themselves in ways that inherently discourage change.
Departing employees leave with more than what they know; they also take with them critical knowledge about who they know. That information needs to be a part of any knowledge-retention strategy.
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