Many companies overlook the potential of new applications for products they have sold for years.
Exploring the Digital Future of Management
Competitive speed and cheaper apps spell the end to requirements gathering and testing for new tech.
Businesses can innovate and thrive by nurturing a “creator” mindset.
Royal Philips’ experience highlights what it takes to develop a digitally inspired value proposition.
This MIT SMR executive guide introduces business leaders to the technologies that are reshaping our world.
Machine learning is susceptible to unintended biases that require careful planning to avoid.
Building a sophisticated online user community a begins with a smart approach to seeding it with expert knowledge.
MIT SMR’s 2018 report “Using Analytics to Improve Customer Engagement” surveyed more than 1,800 managers and interviewed executives at global companies and found that better customer engagement is linked to superior use of data and analytics.
The traditional “SMART” approach to goal setting may no longer offer companies the best path forward. In a continually changing competitive environment, companies should develop their goals in the context of current conditions.
A company’s financial reports can provide critical insights into its strategy — if you know where to look.
A zero-trust network, which hosts an organization’s services in the cloud, is the safest option.
IoT-enabled devices are the new weakest link in data security — and companies need to address this now.
To combat cyberattacks, companies need to understand both hackers’ tactics and their mindsets.
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HR’s move away from traditional performance reviews is a mistake that will backfire.
Companies want managers to help employees develop and improve — but many managers don’t know how.
The key for managers is less emphasis on how they rate employees and more on how they talk about performance improvement.
The choice between frequent performance coaching and annual reviews need not be a choice at all.
None of us know how our technological future will unfold. But whether there will be a net increase or decrease in jobs overall, it’s clear that these will be different jobs, requiring different skill sets. We need to act now to enable current employers and employees to gain the skills they are going to need in the brave world of AI technology.
Current trends in both human longevity and technological innovation raise the possibility of people living until 100 and working until they are 80. It’s clear that much will have to change — both in how people understand and anticipate the evolving nature of work, and how they then respond. Providing access to lifelong learning demands a complex system involving stakeholders in education, government, and the corporate world.
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The investor community increasingly demands that companies share their long-term plans, which they can orient around growth, strategy, and acknowledgment of risks.
The Artificial Intelligence & Business Strategy initiative explores the growing use of artificial intelligence in the business landscape. The exploration looks specifically at how AI is affecting the development and execution of strategy in organizations.
Read our 2017 research report, Reshaping Business With Artificial Intelligence.
Explore perspectives on:
• AI’s role in corporate governance
• How humans and machines can work together
• AI’s real potential to change business