Bernd Schmitt (Columbia University), interviewed by Frieda Klotz
In the future workplace, humans may supplement the skills of machines — and not the other way around.
We are on the cusp of a major breakthrough in how organizations collect, analyze, and act on knowledge.
Bidhan L. Parmar and R. Edward Freeman
Behind every piece of code that drives our decisions is a human making human judgments about what matters and what does not.
What’s happening this week at the intersection of management and technology.
Algorithms are fundamentally redefining the roles of worker and manager.
Rita Gunther McGrath
Traditional hierarchies are giving way to market forms of organizing that will recast the role of management.
Special Report: Leading Data-Driven Change
Performance topology maps offer managers a signpost pointing toward smarter strategies.
Emilio J. Castilla
New research shows bias exists even in merit-based systems — but a data-centric approach can help.
Joseph Byrum and Alpheus Bingham
Open-innovation platforms, used thoughtfully, can expand a company’s access to analytics talent.
Download a free MIT Sloan Management Review article on how open-innovation platforms, used thoughtfully, can expand a company’s access to analytics talent. Registration required.
Free download of this MIT SMR article is brought to you by SAS.
Compensating Employees Fairly
June 15, 2016 | Morela Hernandez and Derek R. Avery
By addressing the less-recognized causes of gender and racial pay inequality in the workplace, companies can attract a more diverse workforce and better leverage it in the quest to attain sustained competitive advantage.
What do executives need to know to become better strategists? Open access to these three MIT Sloan Management Review articles about mastering the art of setting strategy is provided courtesy of Stanford Graduate School of Business.
Shardul Phadnis et al.
New research finds scenario-based decision making helps increase executives’ strategic flexibility.
David B. Yoffie and Michael A. Cusumano, interviewed by Martha E. Mangelsdorf
How can executives develop their skills as strategists? One way is to learn from the masters.
Christopher B. Bingham et al.
Managers must figure out when it’s best to pursue strategies of position, leverage or opportunity.
Why Executives Need Time to Think
June 3, 2016 | Duncan Simester
Making the transition from management to leadership requires managers to exercise skills in strategic thinking — skills they don’t often get to practice in the action-oriented environment they know best. Managers moving into senior leadership must learn to embrace ambiguity and uncertainty and learn the importance of taking time to think things through.
Innovation starts with great ideas. Open access to these three MIT Sloan Management Review articles about the idea-generation process is provided courtesy of PwC.
Salvatore Parise et al.
There’s a link between the amount of diversity in employees’ Twitter networks and the quality of their ideas.
Joseph V. Sinfield et al.
Managers can’t afford to rely on haphazard, hit-or-miss approaches to idea generation.
Generating good innovation proposals from within the ranks of the organization is only the beginning. The more difficult part is creating a selection process that identifies which ideas to implement.
How Boards Can Support Sustainable Business
Robert G. Eccles and Tim Youmans
Few companies have come right out and said that they serve stakeholders beyond their shareholders. But in 2015, the board of Sweden’s Atlas Copco set the bar for sustainability by including a statement of materiality and significant audiences in its annual report. Atlas Copco’s Statement shows how a company’s board can protect managers in the face of pressure from short-term investors so they can make the long-term decisions necessary for a sustainable strategy.
The Paris Agreement signals the end of the fossil fuel era, shifting the entire world economy — with huge implications for business. Governments in 195 countries committed to climate goals, but the scale of the transition required is such that governments can’t do it alone. We need business to fully commit, too. And the mechanism for this commitment can be found in business by-laws and constitution statements.
Finding Metrics That Matter
Vincent O’Connell and Don O’Sullivan
Do nonfinancial metrics accurately reflect performance? That depends on what you measure — and how.
The blinders and focus that work well to optimize the details of a problem may prevent managers from seeing other options.
Neil T. Bendle and Charan K. Bagga
Despite their importance, five popular marketing metrics are regularly misunderstood and misused.
Robert Gandossy and Robin Guarnieri
At top companies, where the inspired use of metrics helps to identify potential leaders and develop their skills, the answer is yes.
Getting Product Development Right
March 15, 2016 | Duncan Simester
Many innovative new products don’t succeed. One common reason: Companies don’t focus on understanding how customers make purchase decisions. But paying attention to how customers search for information about what to buy, and how they make guesses about details they can’t easily find, helps predict whether customers will embrace certain product innovations. Companies need to focus on innovations that customers will easily recognize or find ways to alert them to innovations they may not detect on their own.
Paul J.H. Schoemaker and Steven Krupp
Asking the right questions can help you broaden your perspective — and make smarter decisions.
Management still requires a human touch, no matter how smart our machines have become.
Felipe A. Csaszar and Alfredo Enrione
Research offers insights into when trying to reach consensus is the right course, and when it isn’t.
A willingness to ask for advice on difficult problems can increase your perceived competence.
Robin M. Hogarth and Emre Soyer
Simulations can help shrink the gap between what analysts try to explain and what decision makers understand.
The overconfidence of presumed expertise is counterproductive. Instead, data trumps intuition.