Collaboration

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A Noble Purpose Alone Won’t Transform Your Company

A noble purpose isn’t enough to create employee engagement within a company. The primary determinant of engagement is the level and quality of interpersonal collaboration. Leaders play a key role in these interactions. Their behaviors can create an environment of trust, imbue work with purpose, and generate positive energy — three conditions that nurture interpersonal collaboration and, in turn, bolster engagement.

How Vigilant Companies Gain an Edge in Turbulent Times

In fast-changing business environments, companies need to stay vigilant and watch for threats from both internal and external sources. The most vigilant companies use systematic approaches to determine where to look for — and how to explore — potential disruptions.

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Partner With Entrepreneurs Inside and Out

Companies seeking to drive innovation in the face of constant disruption benefit from adopting a strategy that supports both internal entrepreneurs and external partnerships rather than taking an either/or approach. The benefits: reduced development costs, faster time to market, and a collaborative, engaged workforce.

Tell Your Colleagues: MIT SMR Is Unlocked Today Through Thursday

  • Read Time: 2 min 

On Oct. 8-10, MIT SMR is dropping its paywall — all of the content is freely available to visitors. Readers will have immediate access to ideas, research, benchmarks and tools, all grounded in the reality of our technologically driven economy and society. We’re offering some recommendations based on what readers tell us are some of the most pressing problems they’re facing right now.

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.

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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.

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.

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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.

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.

Showing 1-20 of 137