Exploring the Digital Future of Management

The First Law of Digital Innovation

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.

AI and Machine Learning

Futuristic cityscape with people

Artificial Intelligence in Business Gets Real

The 2018 Artificial Intelligence Report by MIT SMR shows early leaders pushing forward with an eye toward scale.


The Machine Learning Race Is Really a Data Race

To make AI a strategic differentiator, organizations need to draw from alternative data sets.


Why Fear of Disruption Is Driving Investment in AI

A recent study connects the fear of disruption with technology investment at large companies.


Financial Management and Risk

Beat the Odds in M&A Turnarounds

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.

It Pays to Have a Digitally Savvy Board

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.


“Leading Digital Change”

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

Leading Digital Change - PDF


Free download of this collection MIT SMR articles is brought to you by Deloitte.

Counterpoints: The Sports Analytics Podcast

Second-Grade Soccer Superstars

Elite soccer academies are using analytics to help identify future star talent in the schoolyard.



Talent Management Strategies

Why Great Leaders Focus On Mastering Relationships

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.

Why Teams Should Record Individual Expectations

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.



A Performance Management Case Study

Make It Personal: Lessons From IBM on Reinventing Performance Management

April 17, 2019 | Diane Gherson, Bryan Hancock, Anna Tavis, and Allison Ryder

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.