- Read Time: 7 min
In the B2B platform economy, companies are looking beyond just selling products and are building platforms that enable others — customers, suppliers, and partners — to create value.
Showing 1-10 of 10
This month’s MIT SMR Strategy Forum poll looks at the global race to deploy 5G — next-generation internet connectivity — which has several countries pitted against each other. We asked our panel of strategy experts to examine the competitive scenario if China were to achieve a 5G rollout first.
The most valuable companies in the world have harnessed platforms’ power to achieve rapid growth and market dominance. But as these platforms have grown in size and scale, the opportunity for abuse has become very real — while profitability isn’t coming easily even for successful platforms. In an interview with MIT SMR, the authors of The Business of Platforms bust the myths and outline the pitfalls of platform strategy.
The rise of digital giants in the gig economy has brought new scrutiny to how companies should manage contingent workers. This new landscape offers new flexibility and opportunity, but workers also face unpredictability, with inconsistent incomes and scant benefits. Companies and managers can take three practical measures to help support these workers in the future.
By reframing current future of work efforts to encompass the broader understanding of the opportunities ahead, leaders can better define the series of stages and initiatives that will make up the journey.
As our world and the nature of work fundamentally changes, leaders must consider necessary new skills and accompanying mindset shifts.
Employee satisfaction can be a double-edged sword. Satisfied employees produce higher quality-outputs and have less turnover. But satisfaction can inhibit innovation: People who are OK with the current way of doing business are not likely to transform it. They need to be aggravated enough with their current situation that they are willing to take the risks to change it. By sowing the right kinds of dissatisfaction, leaders can drive their organizations to higher levels of innovation and value.
Research shows that successful digital transformation does not require secret digital knowledge; it simply requires the boldness to recognize that digital transformation is occurring and to begin trying to adapt your business to account for and capitalize on these trends.
Showing 1-10 of 10