Will the stock market remain volatile in coming years, or are calming forces on the way?
Exploring the Digital Future of Management
To help contingent workers in the new digital workforce, managers can take three important steps.
A conversation with Accenture researchers on recent advances in artificial intelligence and what’s to come.
Tech CEOs claim few job losses when hiring from the H-1B visa pool. That’s not the whole story.
Technology has made our lives incomparably better but also constitutes one of our biggest threats.
The act of answering survey questions can increase awareness, which opens the door to development.
There are four distinct types of chief digital officers who successfully lead digital transition.
Most of us know Moore’s law, that the power of semiconductor chips grows exponentially, not linearly, over time. Moore’s law, though, is only part of the technology equation. There’s another critical law that needs more attention. It’s this: While technology changes quickly, organizations change much more slowly. That means digital transformation is as much a leadership challenge as a technical one.
The 2018 Artificial Intelligence Report by MIT SMR shows early leaders pushing forward with an eye toward scale.
To make AI a strategic differentiator, organizations need to draw from alternative data sets.
A recent study connects the fear of disruption with technology investment at large companies.
Many of us assume that the leadership handbook must be completely rewritten for the digital age. Is this true? Or are we overly focused on what’s changing and thus neglecting the fundamentals? There is something to be said for both arguments. While many core leadership skills remain the same, the demands of digital disruption call for certain new ones, as well. This article explores which are which and what we can learn from organizations that are digitally maturing.
Companies whose boards of directors have digital savvy outperform companies whose boards lack it: Among companies with over $1 billion of revenues, 24% had digitally savvy boards, and those businesses significantly outperformed others on key metrics such as revenue growth, ROA, and market cap growth. Companies can improve their boards by knowing what characteristics to look for in existing and new board members, managing board agendas differently, and cultivating new learning opportunities.
This collection of MIT SMR articles offers hints for leaders on what to expect and how to overcome the hurdles as they integrate digital into their business model. (Registration required.)
Articles included in this collection:
The Only Way Manufacturers Can Survive
By Vijay Govindarajan and Jeffrey R. Immelt
How Digital Leadership Is(n’t) Different
By Gerald C. Kane, Anh Nguyen Phillips, Jonathan Copulsky, and Garth Andrus
It Pays to Have a Digitally Savvy Board
By Peter Weill, Thomas Apel, Stephanie L. Woerner, and Jennifer S. Banner
Free download of this collection MIT SMR articles is brought to you by Deloitte.
Elite soccer academies are using analytics to help identify future star talent in the schoolyard.
By adding new incentives to long-term contracts, teams may be able to offset the likelihood of poor effort.
A sports analytics look at how much credit to give a winning team’s coach.
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The value of big data is being captured by large companies, but many small businesses are being left behind. One reason: Investors get more data from larger companies, so that’s where they place their bets. Startup and small business owners must think about their data as a new class of economic asset and understand their data helps investors assess them—which affects their ability to raise capital.
Insight into what customers really care about often is hampered by the quality of the information being collected. Big data can support smart market research, but only if researchers embrace psychometric best practices and the basics of understanding what it is they want to measure and how. That means asking the right questions, asking enough questions, understanding how to weigh questions, and taking into consideration how people felt about the brand to begin with.
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In this webinar, IBM chief human resource officer Diane Gherson describes the technological and cultural challenges her company faced when they designed their new, digitally enabled performance management system — with buy-in from their 650,000 employees.