Exploring the Digital Future of Management
AI can help you choose, measure, and prioritize the KPIs informing your strategy.
China is taking the lead on developing new technology focused on mobility.
The future of customer service will allow bots and humans to focus on what they do best. For chatbots and virtual agents, that is handling routine cases quickly and efficiently. For the human supervisors, that is solving more complex problems, using empathy and emotional intelligence.
This collection of MIT SMR articles offers insights into how AI will have far-reaching effects on leadership and business processes. (Registration required.)
Articles included in this collection:
Every Leader’s Guide to the Ethics of AI
By Thomas H. Davenport and Vivek Katyal
AI in the Boardroom: The Next Realm of Corporate Governance
By Barry Libert, Megan Beck, and Mark Bonchek
AI-Driven Leadership
By Thomas H. Davenport and Janet Foutty
Free download of this collection MIT SMR articles is brought to you by SAS.
AI spares us from many mundane, time-consuming, nerve-wracking annoyances. The problem is, such annoyances play a key adaptive function by helping us learn to adjust our conduct in relation to the world around us. But AI designers can tackle that problem through system enhancements. By incorporating cognitive speed bumps, they can prompt users to engage in reflective thought rather than “outsourcing” cognitive, emotional, and ethical labor to software.
Thoughtful adoption of intelligent technologies will be essential to survival for many companies. But simply implementing the latest technologies and automation tools won’t be enough. Success will depend on whether organizations use them to innovate in their operations and in their products and services—and whether they acquire and develop the human capital to do so.
Many leaders lack the skills and mindset to thrive in the digital economy, and mindset gaps create blind spots. It’s difficult to be a great leader when you don’t know what you don’t know.
There’s no oversight on coders who write critical software that runs key systems. That must change.
Will Chinese technology companies gain a first-mover advantage in the race for 5G?
How can companies and employees find common ground when it comes to skill development for AI?
Five capabilities and four practices help companies generate business value from AI applications.
The next transformative emerging technology could be 4D printing.
Effective leadership of virtual teams matters more than which collaboration platform you choose.
For legacy companies, culture change is often the biggest challenge of digital transformation. How can they become more agile and innovative without alienating their best employees or wrecking their best existing practices? This article provides a framework for leaders in any industry. The process begins with understanding four key values of digital culture: impact, speed, openness, and autonomy. It then involves adopting or refining a set of digital-ready practices, grounded in these values.
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Unlike the housing bubble, the effects of a bursting AI bubble wouldn’t cause great harm.
There are four distinct types of chief digital officers who successfully lead digital transition.
Organizations need algorithmic smarts to excel in the future of work.
The best chief digital officer candidate may not come from outside your company.
Organizations can use analytics to help employees chart a path for growth and advancement.
Tech CEOs claim few job losses when hiring from the H-1B visa pool. That’s not the whole story.
