Frontiers

Exploring the Digital Future of Management

Today on the Frontiers of Management

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An Executive Guide to the Winter 2020 Issue

MIT SMR Winter 2020 examines workers’ emotions and education, tech dilemmas, and how best to transform.

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You’re Going Digital — Now What?

To plan for change that will stick, leaders must first understand how employees adopt digital tools.

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Making It Easier to Manage and Scale Digital Projects

Using systematic processes to prototype, test, and launch ideas can help you scale agile benefits.

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Getting From Data to Impact

Open Access Brought to You By

Building great data and analytic models is a first step toward analytically driven decision making. But putting analytics applications into operation is a challenge. Open access to these three articles from MIT Sloan Management Review about operationalizing analytics is provided courtesy of SAS.

What to Expect From Agile

What happens when a large, established bank decides to adopt agile as a management model?

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Assessing Emotions

Measuring Emotions in the Digital Age

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Employers have learned that their employees’ emotional states contribute to productivity, sales, and culture. But how do you measure emotions when self-reporting is often inaccurate because respondents either aren’t aware of or don’t want to report their emotions? Facial recognition technologies may hold the answer, but there are significant privacy concerns to be addressed.

Employee Emotions Aren’t Noise — They’re Data

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Within organizations, emotions reveal not just how people feel but also what they think and how they will behave. Emotional culture gets communicated non-verbally in people’s facial expressions, vocal tone, and body language. You see it expressed by the people around you, including—or even most of all—managers. For companies, emotions are an important lever for improving employee satisfaction and productivity.

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Emerging Technologies

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(Re)Learn to Lead

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Five Rules for Leading in a Digital World

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Times of rapid change call for a new leadership model.

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Leaders Don’t Hide Behind Data

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With data, you can measure and improve performance, but that won’t facilitate breakthroughs.

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Take a Wrecking Ball to Your Company’s Iconic Practices

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As organizations face disruptive threats, their cultural values can thwart needed change.

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Leading Remotely

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Make the most of your distributed workforce.

How Tech CEOs Are Redefining the Top Job

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About a quarter of high-tech companies are run by CEOs who double as inventors. Through patenting and publishing activity, such leaders contribute their own expertise to their companies’ innovation and production efforts, even as they steer their respective ships. This hands-on approach may sound like a distraction from strategic thinking, but it’s the future for top leaders across many sectors, not just tech — and it is already upon us.

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