Digital

Improving Strategic Execution With Machine Learning

Our 2018 Strategic Measurement research shows that companies using machine learning to optimize business processes and decision-making have distinct advantages over those that aren’t investing in ML. By using ML technology to make KPIs more predictive and prescriptive, these data-driven companies are redefining how to create and measure value.

MIT SMR Summer Must-Reads

  • Blog
  • Read Time: 1 min 

The most popular articles from the MIT SMR archive reflect the depth and range of management challenges our readers face in areas such as innovation, leadership, strategy, and technology. Authors of these “must reads” include MIT Sloan faculty Nelson Repenning and Donald Sull, plus Clayton Christensen, Albert Segars, Michael Schrage, Sam Ransbotham, David Kiron, Philipp Gerbert, and Martin Reeves.

How AI Can Amplify Human Competencies

The fear of robots eclipsing human power in society, in particular the workforce, has persisted for decades despite the moderate progress of artificial intelligence systems. For professor and robotics researcher Ken Goldberg, a hybrid human-machine workforce is much more likely to take shape, and in many industries, it has already begun.

AI-Driven Leadership

  • Column

  • Column
  • Read Time: 7 min 

Not many companies are there yet, but there’s a developing framework for what it takes to lead an AI-driven company. Leaders at the forefront of AI have seven key attributes: They learn the technologies; establish clear business objectives; set an appropriate level of ambition; look beyond pilots and proofs of concept; prepare people for the journey; get the necessary data; and orchestrate collaborative organizations.

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Don’t Let Politics Block Your Digital Initiatives

  • Video | Runtime: 0:52:29

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.

Global Competition With AI in Business: How China Differs

AI’s largest and most enduring contributions will be in non-technology sectors, and many of them will come from China. Buoyed by the country’s latest five-year plan and enabled by centralized data, Chinese companies are investing aggressively in AI and adapting their business models to make the most of AI’s potential, but unclear business cases and bottlenecks due to lacking technical capabilities hinder adoption.

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Why Supply Chains Must Pivot

Even today’s most digitally advanced supply chains still try to predict what will happen, then optimize performance against plan. The problem is, the world is not predictable. For operations teams, the challenge and competitive advantage becomes: how well do you respond and execute against ongoing uncertainty?

Platforms That Grow Are More Than Matchmakers

  • Frontiers

  • Research Highlight
  • Read Time: 8 min 

Platform businesses, like Airbnb or Lyft, often talk about themselves as if they’re merely matchmakers. That’s a smart pitch — when a company is negotiating with investors. But any platform that wants to succeed will have to learn something Airbnb did: Matchmaking isn’t everything. Success also depends on identifying and mitigating risks for your buyers and sellers. The quantity and quality of goods or services bought and sold on your platform will be proportional to the amount of risk mitigated.

Business, Technology, and Ethics: The Need for Better Conversations

  • Column

  • Column
  • Read Time: 6 min 

The fusion of business, technology, and ethics is unfolding at a rate that appears to outstrip our ability as citizens to have meaningful and careful conversations about the effects of our actions on others. At the same time, the civic processes that should encourage innovative solutions to new problems appear to be broken. What we need is a commitment to honestly talk about the challenges technology now poses.

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Why Companies Need a New Playbook to Succeed in the Digital Age

  • Blog
  • Read Time: 4 min 

In the digital world, companies need to become a destination for customers. The key is using digital as differentiation and offering customers something compelling. This requires a new playbook for how to do business as well as new ways of engaging customers. The trend is for individual and business customers to prefer just one or two powerful ecosystems in each industry, raising the stakes for leaders to better understand their options and clarify their own game plans.

Goodbye Structure; Hello Accountability

  • Column

  • Column
  • Read Time: 7 min 

Companies will be able to operate as true digital organizations only when they learn how to respond quickly to unanticipated opportunities and threats. But instead of restructuring to increase agility, some organizations are assigning accountabilities for specific business outcomes to small teams or individual problem owners. Tackling new objectives is then built around individual flexibility, market-based resource allocation, experimental mindsets, and coaching rather than managing.

Leading With Next-Generation Key Performance Indicators

MIT Sloan Management Review and Google’s new cross-industry survey about key performance indicators (KPIs) asked senior executives to explain how they and their organizations are using KPIs in the digital era. The results shed light on the challenges and emerging opportunities companies face when using KPIs, demonstrate the many ways advanced use of KPIs can benefit organizations, and offer steps executives can take to make the most of KPIs going forward.

Measure Your KPI Alignment

A new MIT SMR study measured the role of KPIs in aligning an organization toward its objectives. Three categories emerged: Measurement Leaders, Measurement Capable, and Measurement Challenged. Take this self-assessment to uncover challenges and opportunities based on your score — and find out what group you are in.

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