Digital Transformation

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Surviving in an Increasingly Digital Ecosystem

  • Research Highlight
  • Read Time: 5 min 

Companies today will have to reinvent themselves to survive, and every large and ambitious company should be trying to figure out how to become a destination for its customers. Consumers are voting with their mobile devices and choosing from a handful of dominant “ecosystem drivers”— businesses such as Amazon and WeChat, which become destinations for their customers’ needs by offering complementary or sometimes competing services — for each domain in their lives.

Improving Your Digital Intelligence

  • Frontiers

  • Research Highlight
  • Read Time: 9 min 

A study of 250 global companies found that a company’s digital intelligence is informed by four dimensions: strategy, culture, organization, and capabilities. Within these dimensions, the research identified 18 management practices that contribute the most to digital leaders’ financial and market success — and offer a road map for companies seeking to expand their digital know-how.

Don’t Confuse Digital With Digitization

  • Blog
  • Read Time: 6 min 

“Becoming digital” is a totally different exercise from digitizing. Digitization involves standardizing business processes and is an important enabler of digital, but digitization on its own won’t make a business a digital company. Instead, a digital transformation involves rethinking a company’s value proposition. To become digital and pursue a digital vision, companies must embrace information-enriched customer solutions delivered as a seamless, personalized customer experience.

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‘Digital Transformation’ Is a Misnomer

  • Blog
  • Read Time: 5 min 

We’re nowhere near the end of the disruption digital technologies will have on business. Claiming that “we’re not a digital company” is no longer an option; failing to pay attention and develop a working knowledge of the present state of digital technologies all but guarantees obsolescence.

Video: Preparing for the Changes AI Will Bring to Tomorrow’s Jobs

At the MIT Sloan School of Management’s 14th annual CIO Symposium, “The CIO Adventure: Now, Next and… Beyond,” senior IT executives came together to discuss key technologies, including how AI will transform the workplace. The goal: to help prepare these tech leaders for challenges they face, including shepherding ongoing digital transformations, building a digital organization, and managing IT talent.

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Inspiring Employee Creativity

Digital technologies are making work increasingly thought-driven, not muscle-powered. In this environment, planning and execution are merely table stakes for leadership. Real leaders must inspire and reward employee ingenuity, and must be bold enough to move creativity from the organization’s periphery to its center. To do that, leaders need to adopt five personal behavior changes, including resisting the temptation to tell people what to do and embracing distributed leadership.

Digital Innovation Lights the Fuse for Better Health Care Outcomes

  • Interview
  • Read Time: 7 min 

In an interview with MIT SMR, Cardinal Health’s Brent Stutz describes how the company’s three-year-old innovation center, Fuse, uses a “fail fast and often” mindset toward innovation. “Our innovation process has three phases: explore, experiment, and then pilot. We have an opportunity to pull the plug at any time… I’m not afraid to try 42 things and only have six make it out the other end,” Stutz says.

Digital Maturity, Not Digital Transformation

  • Blog
  • Read Time: 4 min 

Digital transformation has two key implications for managers: First, it’s fundamentally about how your business responds to digital trends that are occurring regardless of your input. Second, how an organization implements technology is only a small part of digital transformation; strategy, talent management, organizational structure, and leadership are just as important as technology.

Mastering the Digital Innovation Challenge

For Volvo Cars, pursuing digital innovation required fundamentally rethinking the organization, while also keeping the core business functioning efficiently. The company did so by balancing four interrelated competing concerns: (1) new and established innovation capabilities; (2) process and product focus; (3) external and internal collaboration; and (4) flexibility and control in relationships with external partners.

Reframing Growth Strategy in a Digital Economy

Too many big companies are formulating their growth strategies using traditional planning approaches — yearly cycles, historical analytics, incremental thinking. The velocity that characterizes this new digital economy means this kind of growth planning is obsolete. To assert digital dominance, big companies need to capitalize on their ability to do things the disruptors can’t — like plan globally and mobilize considerable resources.

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Unexpected Benefits of Digital Transformation

  • Blog
  • Read Time: 4 min 

Digital technology creates new opportunities to work differently, which in turn offers opportunities to infuse technology into the work process. When managers shift from thinking about digital tools themselves to a focus on how the tools help companies work differently, they can begin to identify ways to transform the company’s processes to get real value from integrating new tools.

Free Video Panel: Creating a Data-Driven Enterprise: Real-Life Cases

In a video panel and Q&A, MIT SMR editors discuss key insights from a recently completed series of in-depth case studies on how prominent organizations are using data and analytics to transform their operations. They review Intermountain Healthcare, GE, Nedbank, and the City of Amsterdam’s efforts to become more data driven. This set of diverse organizations offers a unique perspective on the challenges and opportunities associated with becoming a data-driven organization.

Showing 1-20 of 63