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Companies are beginning to experiment with AI-driven tools to better coordinate the workflows in different business silos. The result: More effective integration of efforts among business units and between business partners.
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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.
There are clear benefits for companies allowing website users to login with social media platforms such as Facebook, Twitter, Amazon, and Google. But the ease of user access that social logins make possible comes at a price: The platforms learn a great deal more about users’ buying and searching behavior via these agreements — information that could wind up helping the company’s competitors (including the platform itself) down the line.
Political struggles for control and decision-making often result in blocking or slowing down progress on digital initiatives. In this webinar, digital strategist Jane McConnell discusses her research findings on digital maturity and shares her guidelines for preventing politics from upending digital initiatives.
New studies show that companies can derive significant value from free digital goods such as open source software, especially when they pay their own employees to contribute to their creation — even if these assets become available to competitors.
An infographic based on the 2018 Data & Analytics Report by MIT Sloan Management Review illustrates how companies can better engage with customers using analytics.
Managers in manufacturing companies often keep process innovation activities tightly under wraps. Some companies have good reasons for keeping process innovations concealed. However, the authors’ research suggests that for most manufacturers, such defensiveness deprives companies of a valuable source of ideas for productivity improvement. Many manufacturers, they argue, can benefit from sharing process innovations rather than keeping them secret.
Some of the thorniest obstacles to achieving digital maturity aren’t technological — they’re political. Most internal political conflicts, however, can be mitigated by a careful, systematic approach to defining, structuring, and deploying large-scale initiatives.
New factory audit processes help companies that outsource production to evaluate supplier performance in more depth, leading to more effective decision-making. Three key issues that hamper modern auditing — standardization, cost inflation, and fraud — are being mitigated by new systems that automate the inspection process while tailoring it to specific inputs. The result: analytical capabilities that go beyond the classic audit model.
On March 21 and 22, MIT SMR is opening its website to one and all, offering free and unlimited access to its rich offering of management insight and advice. MIT SMR’s mission is to improve the practice of business by identifying the most important new ideas in management, vetting them for rigor, shaping them into practical wisdom, and delivering them in ways that are convenient and enjoyable to consume. For two days, MIT SMR aims to demonstrate the worth of that mission as broadly as possible.
How much information should a company disclose about its supply chain? In addition to having to be lean, agile, and sustainable, today’s supply chains are increasingly the focus of growing attention from a variety of external stakeholders. These stakeholders often want information beyond what the company is legally obliged to disclose. But many companies have limited visibility of their supply chain information and have not fully considered their disclosure strategy.
New research shows a link between the amount of diversity in employees’ Twitter networks and the quality of their ideas. “A diverse network provides exposure to people from different fields who behave and think differently,” write Salvatore Parise (Babson College), Eoin Whelan (National University of Ireland) and Steve Todd (EMC Corporation). They found that the more diverse a person’s social network, the more likely that person is to be innovative. They also found that Twitter users who are both idea scouts and idea connectors are especially valuable in the workplace.
Social networking inside Tata Consultancy Services helps people access the full breadth of the organization’s collective intelligence in lightening speed, says K. Ananth Krishnan, TCS’s chief technology officer.
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