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How should organizations organize for and implement artificial intelligence?
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A wide range of evidence shows that U.S. research efforts are rising substantially, but at the same time, research productivity is sharply declining. Optimists hope for a fourth industrial revolution that will raise the bar again, while pessimists lament that most potential productivity growth has already occurred.
Organizations often struggle with corporate strategy because executives lack clarity on how the parts of the corporation fit together. Without a shared understanding of the relationships between headquarters and business units, executives risk talking past one another when discussing strategy.
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 The velocity that characterizes this new digital economy means this kind of growth planning is obsolete.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.
There has been “nothing less than a revolution in water use” in the U.S. writes Charles Fishman in the new “The Big Thirst: The Secret Life and Turbulent Future of Water,” with companies now tracking their water use, reporting it publically, and reimagining it.
Al Roth, expert in game theory, experimental economics, and market design (and Harvard Business School professor), is one of the big names in the field of matching markets — building efficient systems that match, for instance, new doctors to their first hospital jobs out of medical school.
Don’t have all the resources you’d like due to the economic downturn? Fear not: Resource constraints can spark creativity, according to a new article.
In service businesses as in others, work can be performed and stored in anticipation of demand. By wisely choosing what kind of inventory to hold, companies can improve quality, response times, customization and pricing.
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