Technology

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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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The Case for ‘Benevolent’ Mobile Apps

Smartphone apps that provide consumers with helpful information — instead of simply pushing product sales — can improve users’ preference for a company. As well, mobile apps that are about useful information, what the authors call “benevelance,” can significantly impact sales at a low cost and thus improve profitability. “A benevolent app can build trust, which in turn can lead people to consider purchasing your product,” write authors Glen L. Urban and Fareena Sultan.

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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.

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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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How Effective Is Location-Targeted Mobile Advertising?

New research shows that mobile advertising targeted to consumers based on their locations can be effective. This is particularly the case with customers who have shown a high level of interest in the type of product being shown to them. Researchers also think that some users might simply need more time to evaluate the trustworthiness of an app or offer — suggesting that marketers might see delayed responses to location targeted mobile ads.

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Image courtesy of Flickr user Frank Hebbert https://www.flickr.com/photos/f-r-a-n-k/244365325
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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.

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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.

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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.

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Does Your Company Collect Data — Or Hoard It?

As it has become clearer that data offers value to companies, some organizations are tempted to take a “more is better” approach. But there’s a fine line between collecting data that offers value and hoarding data, which ultimately proves counterproductive. Ransbotham’s Three Laws of Data Collection offer guidance.

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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.

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Revisiting Complexity in the Digital Age

As businesses grow and diversify, they almost inevitably make their range of offerings more complex. Until now, managing that complexity usually involved a trade-off between creating value from complexity and benefiting from the efficiencies of simplicity. But smart use of today’s digital technologies can help companies finesse those trade-offs between costs and benefits. Digitization can help companies, for instance, increase product variety and integration while maintaining process simplicity.

Image courtesy of Flickr user Wilber Baan.
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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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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.

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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 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.

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