January’s Most Read Articles

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Here are the ten most-read articles from MIT Sloan Management Review during the month of January. Nine are from the current winter issue–number six in the list, however, is from 1984.

  1. The 5 Myths of Innovation
    By Julian Birkinshaw, Cyril Bouquet and J.-L. Barsoux
    Nowadays, goes the theory, innovation is supposed to be done constantly, by everyone in the company, improving everything the company is about — and new Web-based tools are here to help it happen. Is the theory right? Or do the experiences of companies reveal something different?
  2. How to Find Answers Within Your Company
    By Hind Benbya and Marshall Van Alstyne
    Internal knowledge markets can facilitate information sharing within large organizations. The trick for executives is figuring out how to make them work.
  3. What Happens When You Outsource Too Much?
    By Francesco Zirpoli and Markus C. Becker
    With complex products such as automobiles, integration is a key element of performance. That means managers must understand which activities and competencies they can safely outsource and which they need to keep.
  4. Bringing Open Innovation to Services
    By Henry Chesbrough
    In recent years, open innovation has been changing the way many companies think about developing products. But open innovation can — and should — apply to services, too.
  5. Matchmaking With Math: How Analytics Beats Intuition to Win Customers
    Cameron Hurst, interviewed by Michael S. Hopkins and Leslie Brokaw
    In sales, the rapport between a prospective buyer and seller can be the deciding factor. Using analytics, Assurant Solutions has tripled its success. (A case-study interview.)
  6. Big Data, Analytics and the Path From Insights to Value
    By Steve LaValle, Eric Lesser, Rebecca Shockley, Michael S. Hopkins and Nina Kruschwitz
    How the smartest organizations are embedding analytics to transform information into insight and then action. Findings and recommendations from the first annual New Intelligent Enterprise Global Executive study.
  7. Coming to a New Awareness of Organizational Culture
    By Edgar H. Schein
    If we really want to decipher an organization’s culture, this author claims that we must dig below the organization’s surface – beyond the “visible artifacts” – and uncover the basic underlying assumptions, which are the core of an organization’s culture. To do this, he provides a tool – a formal definition of organizational culture that emphasizes how culture works.

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