In a webinar featuring Google Cloud’s Quentin Hardy, MIT SMR looks at historical precedents of disruptive technologies and how they remade society — and work — in the past. Are we on the brink of the next big technological disruption to business, labor, and education thanks to Big Data and Cloud technologies? And how do managers prepare themselves, their teams, and their organizations for the changes to come?

In the eyes of many leaders, artificial intelligence and cognitive technologies are the most disruptive forces on the horizon. But most organizations don’t have a strategy to address them.

Companies used to spend years clarifying business requirements before they would even think of launching new software. Today, cheaper cloud-based apps mean that implementation decisions are made on the fly — and there’s no going back.

A key takeaway of our exploration of the digital thread is that continuous learning and performance enhancement via technology are all based on the feedback that real-world experience provides.

In Part 8 of our eight-part video series, we examine how the digital thread — and its companion, the digital twin — could revolutionize not only the way we design and develop products, but the way we manufacture and service them as well.

AI’s most potent, long-term economic value may lie not in the thousands of new startups, but in the ability of AI to augment the discovery and pursuit of basic scientific advances that could be the foundations of new industry.

Digitalization and sustainability are two of the most powerful market influences in the current business landscape. Each will change management practice, and more broadly, business and society. What happens when the two trends start influencing one another?

Digital technology has already upended the media and information sectors. It’s about to do the same to the manufacturing economy, and pave the way for what can be called the “pan-industrial” strategy.

Blockchain has recently taken center stage in the conversation about management’s digital makeover. Many believe the impact of blockchain on the ways organizations function and produce value may be greater than other technologies that have grabbed most of our recent attention — data and analytics, the cloud, even artificial intelligence.

A recent MIT Sloan Management Review article argued that companies need to choose whether to focus their digital strategy on customer engagement or digitized solutions. But several readers wondered why they needed to choose one option over the other.

Cyberattacks are in the news. All kinds of organizations — ranging from Target Corp. and Bangladesh Bank to the Democratic National Committee in the United States — have fallen victim to them in recent years. MIT cybersecurity expert Stuart Madnick explains some of the biggest cybersecurity risks businesses face today — and what executives should do to decrease their companies’ vulnerabilities.

Smartphones and cloud technology work in tandem to provide a prized perk to managers lower on the corporate ladder: The ability to pass repetitive, tedious scheduling tasks off to someone (or in this case, something) else. As digital agents become ubiquitous, their input will greatly enhance collaboration.

Nicholas Bloom, William Eberle Professor of Economics at Stanford University, conducted an extensive study of 30,000 US factories, and found that two practices, underpinned by innovative software and IT systems, stand out in highly effectively managed operations: monitoring and incentives.

Successfully incorporating today’s digital technologies requires companies to operate in new ways. However, research by MIT SMR shows that being able to effectively incorporate digital strategy is strongly associated with a company’s overall digital maturity. There’s also an important HR component to digital strategy: Respondents expressed a strong preference for working for a digitally mature company, but many were dissatisfied with how their own companies were reacting to digital trends overall.

The Summer 2015 issue of MIT Sloan Management Review highlights digital business and the technology-driven changes it brings. “Thriving in an Increasingly Digital Ecosystem” and “Is Your Business Ready for a Digital Future?” directly address the topic of business changes driven by digital technologies. “How Twitter Users Can Generate Better Ideas” reports on fascinating research about how a digital platform — in this case, the social media network Twitter — is changing the way some businesspeople develop new ideas.

When impoverished families in developing nations receive government subsidies in cash, the system is an easy target for abuse, fraud, and theft — and some of the world’s most vulnerable people suffer from economic insecurity as a result. MasterCard seeks to change that by helping governments move to a non-cash system. A 2012 initiative launched in South Africa highlights both short- and long-term benefits of the approach for the company, the government, and some of South Africa’s poorest citizens.

The capabilities of computers are now improving so quickly that concepts can move from the realm of science fiction into everyday life in just a few years, rather than a lifetime. Rapid advances in information technology — computer hardware, software and networks — are yielding applications that can do anything from answering game show questions to driving cars. But to gain true leverage from these ever-improving technologies, companies need new processes and business models.

“To heck with what the technology can do,” says Michael Schrage of the MIT Center for Digital Business. Great managers, he says, first think about what kind of value they want to create and then consider how IT can help them create it.