Frontiers

Exploring the Digital Future of Management

Today on the Frontiers of Management

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The Right Way to Regulate the Tech Industry

Lisa Quest and Anthony Charrie

Some want big tech companies broken up. Others call for stiffer industry oversight. Who’s right?

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Three People-Centered Design Principles for Deep Learning

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David A. Bray and R “Ray” Wang

To avoid bias, people-centered design principles must be the foundation of deep-learning algorithms.

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Avoiding the Pitfalls of Customer Participation

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Omar Merlo et al.

When employees represent the views of customers, management needs to have their backs.

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How to Survive Digital Disruption

Paul Michelman

Too many companies mistakenly view digital disruption as a technology threat, so they undertake digital transformation by focusing primarily on the need to upgrade their systems. That is a costly error — one that could even be fatal if taken to the extreme. Above all else, digital transformation is about people: the right people inspired by the right culture prepared to adapt to a very new landscape. Driving that culture is a leader’s most important responsibility today.

Leading the Way in Digital

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How Cities Should Prepare for Artificial Intelligence

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Timocin Pervane and Kaijia Gu

How cities deal with AI-related changes will determine which ones will thrive in the future.

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Self-Driving Companies Are Coming

Barry Libert et al.

Automation can go far beyond cars. Self-driving company capabilities are closer than we realize.

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Why Teams Still Need Leaders

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Lindred (Lindy) Greer, interviewed by Frieda Klotz

While hierarchy can impede innovation, handled well it can provide important benefits.

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Strategic Approaches to AI

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Using AI to Enhance Business Operations

Monideepa Tarafdar et al.

Companies can turn AI hype into operational hay by developing their capacity for enterprise cognitive computing. This capacity entails five capabilities: data science competence, business domain proficiency, enterprise architecture expertise, an operational IT backbone, and digital inquisitiveness. The capabilities shape and are shaped by four practices: identifying use cases, managing application learning, cocreating applications, and thinking “cognitive.”

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Strategy For and With AI

David Kiron and Michael Schrage

Executives intent on exploiting AI to enhance processes or products tend to focus on having a strategy for AI. But creating strategy with AI can matter as much or even more. In a machine-learning era, enterprise strategy is defined by the KPIs that leaders choose to optimize —the measures organizations use to create value, accountability, and competitive advantage. AI can help determine what KPIs are measured, how they are measured, and how best to prioritize them.

You Can’t Afford to Please Everyone

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Amy R. Ward, interviewed by Frieda Klotz

While giving customers what they want — and as rapidly as possible — may be a worthy goal for service organizations, Amy R. Ward at the University of Chicago’s Booth School of Business notes that businesses can’t always afford to do this. Her research uses probability to understand how best to align resources with customer demand and improve operational efficiency on a day-to-day basis.

Digital Marketing & Customer Service

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Digital Success Requires Breaking Rules

Jeanne Ross

Developing new rules for the digital age is proving uncomfortable for people at every organizational level. Digitization (the transformation for operational excellence) requires top-down leadership principles with centralized accountabilities, while success with digital business (the transformation toward rapid innovation) requires local empowerment with distributed accountabilities. These are basically opposite approaches to accountability, but they’re both necessary.

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