Technology Implementation

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How Customers View Self-Service Technologies

Consumers are not running away from self-service options — just poorly implemented ones. Managers often underestimate customer’s need for employee interaction during a self-service experience, as well as customer desires for convenience and for transaction speed. “These three areas have a tremendous impact on the implementation of a self-service technology,” write the authors, “and might explain why some self-service applications have received a lukewarm reception.”

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The Talent Imperative in Digital Business

  • Blog
  • Read Time: 6 min 

In MIT Sloan Management Review's 2015 Digital Business Report, we found that lack of digital maturity has profound implications for talent acquisition and retention. The vast majority of employees (80%) say they prefer to work for digitally mature companies — which means that if your company isn’t there yet, it may soon cost you valuable talent.


Why Social Engagement May Be More Important Than Marketing

  • Interview
  • Read Time: 8 min 

In a Q&A, Carlos Dominguez, president and COO of social media management company Sprinklr, notes that while marketing is about getting people to want to talk to a company, customer service is about interacting with someone who is already invested in the brand. His goal: get companies to blend those tasks in “ways that are radically different.”

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Infographic: Transforming the Digital Enterprise

  • Blog

A key finding from the 2015 digital business research report by MIT Sloan Management Review and Deloitte indicates that strategy, not technology, drives digital transformation. An infographic illustrates some of the primary features of a digitally transformed business, as highlighted in the report. The infographic also illustrates the importance of digital maturity to employees across all age groups and industries and the keys to making digital transformation happen.


When Health Care Gets a Healthy Dose of Data

American health care is undergoing a data-driven transformation — and Intermountain Healthcare is leading the way. This MIT Sloan Management Review case study examines the data and analytics culture at Intermountain, a Utah-based company that runs 22 hospitals and 185 clinics. Data-driven decision making has improved patient outcomes in Intermountain's cardiovascular medicine, endocrinology, surgery, obstetrics and care processes — while saving millions of dollars in procurement and in its the supply chain. The case study includes video clips of interviews and a downloadable PDF version.



‘People Analytics’ Through Super-Charged ID Badges

The data points employees generate about everything from how often they interrupt others to how many people they sit with at lunch tell surprisingly useful stories. Ben Waber, CEO and co-founder of Humanyze, describes how his company is providing the tools and analytics to interpret this social data, helping businesses identify the best collaborative practices of their most effective people.


Revamping Your Business Through Digital Transformation

Large companies in traditional industries might think that digital transformation can wait — that a follower strategy is a safer route than trying to be a pioneer. "That kind of thinking, while tempting, is wrong," write George Westerman and Didier Bonnet. "In every industry we studied, companies are doing exciting things with digital technology and getting impressive business benefits."


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.


The Unexpected Payoffs of Employee “Eavesdropping”

In an experiment with social media, researchers uncovered an interesting and unexpected outcome. When employees were asked if using an internal social network had helped them learn about coworkers’ skills, they all said “No” — yet their ability to identify coworkers who could help in collaborative projects had skyrocketed (as had their performance). How was this possible? The answer: employees had acquired information so incrementally, they were unaware that they’d learned something of value.

Image courtesy of Flickr user Frank Hebbert
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When an IT Project "Goes Red"

Declaring that a project everyone is excited about is in trouble can be demoralizing. But it’s exactly what can turn things around. That’s what health care insurer WellPoint found when it ran into trouble changing its provider payment system and put the project into “Status Red.” Sending the warning message up the organization ended up having a positive effect, even if team morale initially took a hit. Four steps in particular helped set a better course.



Leveraging the Extended Enterprise: MITRE’s Handshake Tool Builds Virtual Collaboration

“The notion that we were going to crowdsource certain functions really was unheard of,” says Donna Cuomo of the nonprofit MITRE, a $1.4 billion nonprofit R&D organization. A social business tool it developed called Handshake is helping make that kind of virtual collaboration happen. In a Q&A, Dr. Cuomo and MITRE colleagues Laurie Damianos and Stan Drozdetski explain how Handshake has influenced business at MITRE and what challenges they’ve faced in its implementation.


Crafting Health Care’s Future at Kaiser Permanente

Dr. Yan Chow is a director in the Innovation and Advanced Technology group at Kaiser Permanente. While a physician with over two decades of primary care clinical practice experience, Dr. Chow also has a keen interest in technology (he’s founded several technology startups). His areas of expertise: health care IT innovation, telehealth, big data and analytics. Here, he talks about innovation and the future of health care.


Audi Puts Its Future Into High (Tech) Gear

Cars have made the transition from offline to fully networked, which makes them social vehicles, able to communicate about traffic patterns and weather. The next decade will see cars integrate more fully into consumers’ lives, says Audi’s Ricky Hudi, head of electronics at the fast-growing unit of Volkswagen. The goal for the industry: making upgradable cars, so that cars will no longer lag years behind consumer technology trends.


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.


The Pitfalls of Project Status Reporting

Accepting five inconvenient truths about project status reporting can greatly reduce the chance of being blindsided by unpleasant surprises. For instance, many employees tend to put a positive spin on anything they report to senior management. And when employees do report bad news, senior executives often ignore it. Overconfidence is an occupational hazard in the executive suite, and executives need to examine their own assumptions and beliefs about project status reporting.


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 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.


Inside Renault’s Digital Factory

  • Interview
  • Read Time: 12 min 

Engaging with the digital technology in consumers’ lives creates unique challenges for traditional companies. Renault hired Patrick Hoffstetter, an executive with extensive Web experience, to shape its Digital Factory concept — a new way of marketing its cars. Hoffstetter says Renault must shift its mindset about the auto business and uses pilot programs in test markets to help the company respond more quickly to consumer interest in things like content for their cars or shopping online.

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The Nine Obstacles to Digital Transformation

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  • Read Time: 3 min 

To get real transformation from technology requires company leaders to set digital priorities and work together across departments to reach those goals. A new survey identifies nine significant leadership, organizational and cultural challenges that work against digital transformation. But leaders who present a strategic vision and continue to articulate it will get buy-in from employees, a large majority of whom see technology as a way to gain real competitive advantages. Digital transformation is a challenge — but a manageable one.


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.


Designing Effective Knowledge Networks

In today’s interconnected world, networks for sharing knowledge are important. Authors Katrina Pugh of Columbia University, and Laurence Prusak, coauthor of the book Working Knowledge: How Organizations Manage What They Know, write that by paying careful attention to eight dimensions of network design, leaders of knowledge networks can facilitate desired behaviors and outcomes.

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