In the race for jobs, the capacity for leisure can give humans a surprising edge.
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.
While M&A deals and turnarounds are individually hard to pull off, combining the two can be even more challenging. Yet an analysis of roughly 1,400 M&A-based turnarounds between 2005 and 2018 shows that six management actions can help acquiring companies improve their odds of success. The rewards can be considerable. Successful buyers generate gains in both revenue growth and profit margins, and — most important — better returns.
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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Mastering personal relationships that build trust and create a collaborative work environment is central to leadership effectiveness. In today’s digital economy, leaders must address leadership challenges with a renewed focus on relationship building in order to achieve sustainable success.
To improve decision quality, risk management, and leadership development, organizations and teams should record individual expectations when making big group decisions. That may sound like a tall order, especially for a large organization. But interactive dashboards can make the process of gathering and analyzing everyone’s input much less cumbersome, and the benefits of doing so outweigh the costs.
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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.