Today’s direct-to-consumer disrupters, the reality of running an AI business, and managing digital natives.
Exploring the Digital Future of Management
Automation anxiety is a distraction. The bigger issue is blue-collar job growth amid labor scarcity.
Amazon’s recent decision to invest heavily in upskilling may have benefits beyond attracting talent.
To innovate and survive, organizations must develop core business skills in their digital talent.
Companies can no longer wait for traditional education to supply the skills needed for the future.
AI and automation are changing labor markets worldwide, but developing nations will be hit hardest.
Six risks that business leaders can begin to strategize around now.
If it’s your role to communicate data insights and persuade people to change their behavior, you’ll have more influence if you emphasize the people behind the numbers. By leveraging four techniques from storytelling, leaders can bring a richer understanding to the problem that the data reveals and the opportunities it presents.
This collection of MIT SMR articles discusses why companies must carefully think through their AI strategy and decide what their goals and expectations are for both AI and human workers if they’re to optimize customer experience. (Registration required.)
Free download of this collection MIT SMR articles is brought to you by Five9.
Taking a one-size-fits-all approach to crowdsourcing — in which crowds without directly relevant knowledge are asked to address problems they’re poorly suited to solve — is the cause of many crowdsourcing failures. Research suggests that three distinct types of crowdsourcing can be used to solve problems of differing scope and complexity and generate opportunities for innovation.
Traditionally, many management roles have involved defining individual tasks and specific processes for completing them. Today, leaders need three very different management approaches, particularly as they rely more on empowered teams. Instead of defining jobs, they need to be establishing missions. Instead of making decisions, they need to be facilitating decisions. And instead of allocating resources, they need to be eliminating obstacles.
Three Big Points is the podcast you need to stay at the top of your game as a business leader. This short podcast presents mold-breaking ideas from leading academics, researchers, and executives who are blazing new trails in today’s continually changing, technology-fueled world. Three Big Points is hosted by MIT SMR’s editor in chief Paul Michelman.
Oxford economist Carl Frey says we must prepare for the inevitable pain of technological progress.
Pipeline’s Katica Roy explains how AI can help change the narrative around workplace gender bias.
IBM’s Mark Foster discusses what makes digital transformations succeed — and why it takes humanity.
AI strategy will only get big results if companies focus on what AI can do at scale.
Learn what makes dual-career couples work and get your own conversation-starter kit.
Transformation strategies are bound to flop unless leaders evolve in some pretty dramatic ways.
A CEO’s sudden departure creates uncertainty — unless the board already knows whom it wants to hire.
Recruiting women directors can pave the way for long-term support of innovation and creativity.
Pioneering leaders roll up their sleeves, create, and stay relevant.
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Clayton M. Christensen’s Theory of Disruptive Innovation has had an undeniable impact in business over the past two decades. In this Q&A with longtime collaborator Karen Dillon, he discussed the impact of disruption in today’s tech-centric world and why theory is still such a powerful tool for decision-making, even as it continues to evolve.
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Data breaches cost companies millions, but loss of consumer trust and a damaged reputation have long-term impacts on corporate value. As more companies turn to cloud-based data management, they need to develop a crisis management plan for notifying those affected when their data security system fails.
AI and automation might benefit society at large, but there will be losers in the process, and at times even outright resistance, if people feel that their jobs and incomes are threatened. To avoid a backlash against the technology, governments must address its social costs and pursue policies that kick-start productivity growth while helping workers adapt.
The 2020 Future of Leadership Global Executive Study and Research Report finds that leaders may be holding on to behaviors that might have worked once but now stymie the talents of their employees. Organizations must empower leaders to change their ways of working to succeed in a new digital economy.
Leaders must modify their attitudes and beliefs about what leadership looks and feels like if they want to produce behavior change that lasts over time.
The authors of the 2020 Future of Leadership report “The New Leadership Playbook for the Digital Age” discuss some of the findings from the research.