Discuss key strategic issues raised in the 2019 MIT SMR-BCG Artificial Intelligence Global Executive Study and Research Report during a live Twitter chat.
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AI promises rewards but also comes with risks ― namely, that competitors figure out how to successfully use it before you do. This year’s 2019 MIT SMR-BCG Artificial Intelligence Global Executive Study and Research Report shows early AI winners are focused on organization-wide alignment, investment, and integration.
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This week’s must-reads for managing in a digital age: just because companies recognize re-skilling and upskilling is critical doesn’t mean they’re doing it right. Also, how to choose charts everyone understands, where blockchain is headed in the enterprise, and words of wisdom for managing your career in an age of uncertainty.
In football, the passing game is dominant, and putting the ball on the ground has less and less relevance to a team’s ability to score. So the question has arisen: Does the running game still matter? How do coaches and managers know when a formerly winning tactic has become obsolete? Counterpoints looks at the data.
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What are the biggest challenges to AI implementation? MIT SMR readers share their thoughts in a recent online discussion.
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.
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Getting buy-in on a large digital transformation project is hard enough when it’s happening within an existing team. Managing a cross-functional project that requires contributions from multiple units is an even bigger challenge — but it can be done effectively if project leaders focus on three key steps.
- Research Feature
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Many decisions about strategy require that senior executives make evaluative judgments on the basis of extensive, complex information. Such work is prone to common errors, but a disciplined, sequential approach can mitigate those errors and improve the quality of both one-off and recurrent decisions in an array of business domains. The process described in this article is easy to learn, involves little additional work, and (within limits) leaves room for intuition.
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The traditional method for selling — typically framed around asking the customers’ needs — is not enough. Why? Because often customers don’t recognize their core problem. To increase sales, managers should direct their teams on taking a problem-centric approach.
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In 2018, MIT Sloan Management Review readers gravitated toward new articles that will help them prepare for the future of work, including topics as varied as skills needed in the age of AI and digital communication tools for virtual teams. The most popular article of the year focused on an area high on the list of most CEOs’ agendas: how to transform your organization successfully.
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CEOs discussing business model transformation. Innovation that drives sales. Bots as (actually useful) customer service agents. How to charge for the things you used to give away. These are a few of our favorite things in MIT SMR’s Winter issue.
Each month, the MIT SMR Strategy Forum poses a single question to our panel of experts in the fields of business, economics, and management. This month’s question asks our panel whether Amazon, by raising the minimum wage for its U.S. workers to $15 per hour, will influence other companies to do the same.
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Automation is a scary word for the average worker, but implemented correctly, it can have enormous benefits for companies, customers, and even the workforce. In this webinar, automation expert Mary Lacity explains how thoughtful adoption of bots and automated services can make the difference in the outcome for all stakeholders.
- Research Feature
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Scholars have argued for years that high levels of diversification harm company performance and value creation. But multi-business companies can do quite well. Those that thrive tend to do three things: They limit the number of business models in their portfolio and support them with a cohesive operating model. They tailor the corporate parenting strategy to the needs of individual business units. And they allocate resources according to the role played by each business unit.
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Defining the right KPIs for machine-learning efforts is a sophisticated, but not necessarily complex, endeavor. GoDaddy’s chief revenue officer Andrew Low Ah Kee offers advice.
Companies are looking to artificial intelligence to create business value, and as MIT Sloan Management Review’s 2018 Global Executive Study and Research Report on AI shows, Pioneer organizations are pulling ahead of their counterparts. By deepening their commitment to AI and focusing on revenue-generating applications over cost savings, these early implementers are positioning themselves to reap the benefits of AI at scale.
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Traditional SMART goal setting works well on an individual level, but isn’t quite as useful for companies as a whole — because such goals lack transparency, so it’s hard to align them across employees and business silos. A new framework for goal setting for improved alignment uses the acronym FAST: set goals frequently, make them ambitious, measure them with specific metrics, and make them transparent.
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