Developing Strategy
Goodbye Structure; Hello Accountability
Agile companies are assigning accountabilities for specific business outcomes to small teams.
The Digital Leadership Initiative explores the growing use of digital technologies in the business landscape. Through a series of annual reports, blogs, articles, and case studies, the exploration examines how companies are cultivating opportunities and addressing risks in a fast-moving, digital market environment.
As more companies strive to develop new digital capabilities, many are making significant changes to their organizational culture, strategy-making process, and talent management efforts. These shifts raise important questions about what it means to lead a digital business. These questions, and more, are the focus of MIT SMR’s Big Ideas Digital Leadership Initiative.
Research and analysis for this program is in collaboration with Deloitte Digital, which also provides financial support.
Agile companies are assigning accountabilities for specific business outcomes to small teams.
MIT SMR and Deloitte’s 2018 global executive study and research report investigates how born-digital and legacy organizations alike achieving digital maturity through continuous learning.
John Hancock’s chief marketing officer describes how the legacy company is organizing for digital.
Focused on internal networking and upskilling, the marketing organization at John Hancock is well-positioned to compete in a digital world.
Royal Philips’ experience highlights what it takes to develop a digitally inspired value proposition.
People who are satisfied with the current way of doing business are not likely to transform it.
Many executives don’t recognize the threat posed by failing to respond to digital disruption.
Manufacturers may be able to charge higher prices to customers planning to rent out big-ticket items.
As more and more work is done by technology, lifelong learning will be the key to employment.
Successful digital transformation depends on risk-taking, communication, and tolerance for failure.
Digitally maturing companies take a culture-driven, bottom-up approach to digital transformation.
When it comes to digital transformation, digital is not the answer. Transformation is.
A proactive approach can defuse the internal politics that often derail digital maturation.
Understanding the characteristics of a winning digital strategy is the key to developing one.
Digitization alone doesn’t make your company “digital” — but these five guiding principles can help.
Companies focusing on technology are missing a key driver of digital transformation: talent.
Health care companies are using digital tools to put doctors’ focus back on patients.
For CarMax, digital business isn’t about the tech — it’s about the teams.
Digitally maturing companies are achieving success by increasing collaboration, scaling innovation, and revamping their approach to talent.
An infographic provides highlights of the MIT SMR/Deloitte Digital 2017 digital business report.