Performance Management

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The State of AI: Lessons From the Field

  • Video | Runtime: 0:59:36

  • Read Time: 1 min 

The 2019 MIT SMR and BCG Global Research Report Winning With AI looks at why there is a big gap between companies getting value from AI and those that aren’t as well as the cultural and leadership factors that characterize AI pioneers. This webinar summarizes the findings and lessons of the research.

Measuring Culture in Leading Companies

To survive and thrive in today’s market, a healthy corporate culture is more important than ever. The MIT SMR/Glassdoor Culture 500 uses machine learning and human expertise to analyze culture using a data set of 1.2 million employee reviews on Glassdoor. This interactive tool offers previously untapped insights about the organizational culture of over 500 of the world’s leading companies and provides leaders with new tools for benchmarking culture in their own organizations.

Strategy For and With AI

Executives intent on exploiting AI to enhance processes or products tend to focus on having a strategy for AI. But creating strategy with AI can matter as much or even more. In a machine-learning era, enterprise strategy is defined by the KPIs that leaders choose to optimize —the measures organizations use to create value, accountability, and competitive advantage. AI can help determine what KPIs are measured, how they are measured, and how best to prioritize them.

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Does AI-Flavored Feedback Require a Human Touch?

With customized and continuous data-driven feedback becoming a new normal, managers are revisiting the role they should play in delivering, facilitating, and curating face-to-face employee feedback. Does direct managerial involvement complement or compete with data-determined performance reviews?

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Rebooting Work for a Digital Era

Until recently, IBM’s performance management system followed a traditional approach that revolved around yearlong cycles, ratings, and annual reviews. This case study explores how, after recognizing that the model was holding back the organization, IBM reimagined its performance management system with a model that favors speed and innovation and cultivates a high-performance culture.

What Would Happen if Baseball Outlawed the Shift?

Baseball teams routinely use analytics to shift fielders’ positions so they can be placed where a hitter is most likely to hit the ball. This works well for preventing the opposing team from hitting and scoring — but it’s not so great for the game, which relies on base hits and scored runs to keep fans excited and engaged. Should “shifting” be banned for the sake of the fans?

Game-Changing Strategies for Corporate Boards

  • Read Time: 5 min 

The process of recruiting members to a board is often mistaken for the actual onboarding. Much is at stake in terms of legal and fiduciary responsibilities, but relatively little attention is paid to creating the conditions within the board to extract the distinctive knowledge of its new members. Three strategies can help boards do a better job leveraging the unique expertise of each board member.

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Breaking Logjams in Knowledge Work

Despite the well-documented costs of overload, many leaders still think organizations thrive under pressure. They have a lot to learn from manufacturing, where managers have adopted a “pull” system to manage task flow, improving productivity and performance. This concept can be used to prevent overload in knowledge work, too. And “visual management” techniques make it easier to apply pull thinking to a portfolio of projects by rendering nonphysical tasks tangible. Two recent changes at the Broad Institute, an MIT-affiliated biomedical and genomic research center, illustrate how.

The Impossibility of Focusing on Two Things at Once

  • Read Time: 4 min 

Neurological science has demonstrated that brains are not hardwired to focus simultaneously on day-to-day activities and long-term objectives. In the workplace, that presents a challenge: How can employees maximize individual performance while enhancing organizational success? Research into employee behavior underscores the need for organizations to help employees familiarize themselves with perspectives not readily available in their current roles.

Why the Influence of Women on Boards Still Lags

Research indicates that the reason women aren’t making more rapid inroads on corporate boards is that few have reached the most influential board leadership positions. Although more women are on boards now than 10 years ago, very few have been promoted to a post that would give them influence beyond their seat at the table.

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