Collaboration
Accelerating Digital Innovation Inside and Out
Digitally maturing companies are not only innovating more, they’re innovating differently.
The Digital Leadership Initiative explored the growing use of digital technologies in the business landscape. Through a series of annual reports, blogs, articles, and case studies, the exploration examined how companies cultivate opportunities and address risks in a fast-moving, digital market environment.
As more companies strive to develop new digital capabilities, many are making significant changes to their organizational culture, strategy-making process, and talent management efforts. These shifts raise important questions about what it means to lead a digital business. These questions, and more, are the focus of MIT SMR’s Big Ideas Digital Leadership Initiative.
Research and analysis for this program is in collaboration with Deloitte Digital, which also provided financial support.
Digitally maturing companies are not only innovating more, they’re innovating differently.
Digital trends are influencing our careers — perhaps more than we realize. Benchmark yourself against your peers to see how.
An infographic explores the risks and rewards of digital maturity.
Balancing discovery with execution is the key to successful digital innovation.
Companies shouldn’t bottle up digital transformation in any one function.
Internal politics are human nature — and addressing them is key for reaching digital maturity.
Leaders must develop new skills to effectively guide their organizations into the uncertain future of the digital age.
MIT SMR and Deloitte’s 2018 global executive study and research report investigates how born-digital and legacy organizations alike achieving digital maturity through continuous learning.
An infographic highlights the new organizational challenges posed by digital disruption.
Explore interactive charts from the 2018 MIT SMR/Deloitte Digital Business Study and see how your organization measures up.
John Hancock’s chief marketing officer describes how the legacy company is organizing for digital.
GE fosters a culture open to collaboration, experimentation, and agility using a framework called FastWorks.
While transformation may come from the top, employees with a flexible approach to experimentation may be what’s needed to make it happen.
One university president doesn’t feel colleges adequately prepare students to join the workforce in today’s digital era but cites one way his institution is helping its student body.
Cisco’s digitization efforts include making some changes to its business model.>
Mentoring groups elevate certain leaders and help organizations learn continuously, according to Everwise Corp.’s president, Colin Schiller.
One health care provider looks to bring artificial intelligence to patient care.>
According to Deloitte’s John Hagel, the best collaborative teams are diverse and built from the bottom up.
Most legacy companies are organized around hierarchies that worked in the 1980s — but won’t necessarily be effective today.
Focused on internal networking and upskilling, the marketing organization at John Hancock is well-positioned to compete in a digital world.