Business Value

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Digital Is About Speed — But It Takes a Long Time

  • Blog
  • Read Time: 6 min 

The ability of digital technologies to accelerate business is giving rise to new value propositions — new ways to eliminate hassles and create solutions. But research from MIT’s Center for Information Systems Research suggests that while business leaders need to start redesigning their existing systems and roles to better solve customers’ problems, they will not be able to do so quickly. Case in point: The slow and steady digital transformation of Dutch technology company Royal Philips.

Your Data Is Worth More Than You Think

Data has become a key input for driving growth, enabling businesses to maintain a competitive edge. Given the growing importance of data to companies, how should managers measure its value? An increasing number of institutions, academics, and business leaders have begun tackling the valuation problem to help organizations realize more value from their data.

Leading Analytics Teams in Changing Times

Analytics teams are often underfunded, misunderstood, and starved for talent. Extracting business value from data depends on nurturing the development and effectiveness of these teams — not just in terms of finding talent, but also in terms of getting leaders up to speed on how to use the insights analytics teams produce.

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Creating More Accurate Acquisition Valuations

Deal markets can be “hot” or “cold,” and the state of the economy can bias executives’ evaluation of potential acquisitions. For instance, relying on discounted cash flow scenarios can bolster managers’ sense of confidence and create unrealistically low perceptions of uncertainty. Executives can mitigate valuation biases by having a checklist — the list tempers natural inclinations to focus on the value of growth options in “hot” markets and risk of investment in “cold” markets.

Finding the Value in Social Business

A recent survey by MIT SMR and Deloitte shows that companies are starting to derive real value from social business — with the payoff concentrated most strongly in companies that have reached a certain level of sophistication in relation to their social business initiatives. The higher a respondent rated his or her company on a “social business maturity” scale, the more likely he or she was to report that the company is deriving business value from its social business initiatives.

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