Collaboration

Showing 1-20 of 129

An Executive Guide to the Fall 2019 Issue

This guide to the Fall 2019 issue of MIT Sloan Management Review summarize the issue’s key articles. The articles discuss finding better ways to collaborate; how to give customers what they’re looking for; the organized ecosystem of Dark Web cybercrime; and how algorithms can reduce bias.

Improving the Rhythm of Your Collaboration

With so many digital tools in the workplace, collaboration has gone omnichannel. Given how hyperconnected people are, the authors set out to explore the implications for organizations and teams. In their research, they discovered that always-on connectivity was good for fact finding and information sharing but not for problem-solving, as we tend to assume. For tasks that require imagination, it’s better to alternate between connectivity and quiet focus. Leaders must help establish a good rhythm.

It’s Time to Tackle Your Team’s Undiscussables

When leadership teams struggle with undiscussables, symptoms range from unresolved conflicts and uneven participation in meetings to destructive groupthink and employee disengagement. The more undiscussables there are, the more difficult it is for the team to function. Ignoring them results in strained relationships and bad decisions. Here’s how leaders can bring the four types of undiscussables to light, improving team learning, problem-solving, and performance.

Collaborate Smarter, Not Harder

Feeling pressure to become more agile and “networked,” organizations tend to overwhelm employees with collaboration demands, putting a drag on performance and engagement. But through analytics, they can scale collaboration more effectively, improve collaborative design and execution, drive planned and emergent innovations through networks, streamline work by diagnosing and reducing collaborative overload, and engage talent by identifying social capital enablers.

advertisement

Bridging the Leadership Gap Between Tech and Business

  • Read Time: 5 min 

For so many of organizations today, technology is the business. Yet, for many companies, the persistent separation of the IT function within the organization creates siloes and sets up a false dichotomy between technology and business leaders. To remain flexible and adaptable in the face of constant change, business and technology leaders alike need to take bold action.

Accelerating Digital Innovation Inside and Out

In the 2019 Digital Business Report, MIT SMR and Deloitte’s survey analysis and executive interviews unveil the distinctive characteristics of innovation in digitally maturing organizations. Ecosystems and cross-functional teams allow them to be agile, but this increased agility demands a thorough consideration of governance as well.

How to Get Others to Adopt Your Recommendation

When a business is growing fast, decisions can get lost in the fray — especially if it’s unclear that a decision even needs to be made. People in the workplace bring recommendations to four audiences: a manager or top executive (those who approve a recommendation), and peers or a broader set of stakeholders (those who execute a recommendation). To sell an idea and get others to take action, you have to understand what your particular audience needs to hear.

advertisement

Machine Learning in the Travel Industry: The Data-Driven Marketer’s Ticket to Success

Leading marketers in the travel sector are using machine learning not only to measurably improve business outcomes but to fundamentally redefine what those outcomes should be. Travel marketers who take advantage of the large volumes of data their organizations collect will continue to pull ahead of their rivals.

Using Digital Communication to Drive Digital Change

  • Read Time: 7 min 

Leaders trying to get their organizations to adopt new technologies or ways of thinking tend to kick things off with inspirational speeches, but then communication grinds to a halt. The lack of information leads to doubt, cynicism, and anxiety — emotions that quickly become obstacles to change. To fix this problem, leaders should model the behaviors they want to see, using digital tools to deliver a steady stream of messages to employees and gathering and responding to feedback.

Get Things Done With Smaller Teams

There are many reasons why large programs fail, but one potential cause is that they simply break down under their own weight. Smaller teams move faster, iterate at a higher frequency, and innovate more for the company. There are ten specific ways that managers can nurture small teams in big organizations, from increasing visibility and accountability to being less formal when sharing information.

Five Ways to Improve Communication in Virtual Teams

If you think sophisticated communication technologies are the ticket to your virtual team’s success, think again. It’s not the tech that matters — it’s how people use it. New research reveals five strategies for conquering distance and improving communication and performance in dispersed teams. The same strategies can help colocated teams, which depend increasingly on virtual collaboration tools to get work done.

advertisement

The Ability to Navigate the In-Between Spaces

  • Read Time: 6 min 

Efforts to effectively connect decision-makers in large organizations across functions, divisions, and business units — not to mention with other companies, governments, and other external stakeholders — usually require organizational innovations. Several key leadership attributes are necessary for this to work. They include the ability to navigate the gaps not covered by specialists, a record of following through and getting things done, and knowledge of other cultures, including the ability to speak multiple languages.

Showing 1-20 of 129