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.

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.

By featuring Colin Kaepernick in its latest “Just Do It” campaign, Nike has made a deliberate decision to increase the appeal of its brand among younger, liberal, and ethnically diverse consumers while risking not only a portion of its existing customer base, but also its overall reputation.

What can digital technologies do to help an organization solve customer problems? And what solutions will customers find valuable? It’s only when leaders wrestle with these questions that a digital strategy can emerge. To get there, organizations need to create a portfolio of business experiments and engage with customers to gain insight into their problems and potential solutions. The intersection between what’s possible and what’s desired is where a business will succeed.

Executives in the automotive sector believe that machine learning can help them achieve their marketing goals, but that doesn’t necessarily mean they invest in that ambition.

Many companies experiment in digital business. What matters is what they do with the results of those experiments.

Blockchain represents more than just cryptocurrencies and digital cash. The decentralized ledger system provides a platform for smart contracts, which are digital agreements that are fast, secure, and require no third party.

Platform companies continue to surprise and challenge conventional approaches to creating value. The 2018 MIT Platform Strategy Summit brought together innovative leaders who are playing a major role in the changing digital economy. Learn from their experience with five major principles for creating new value with platforms.

While KPIs are widely used to track performance across most enterprises today, not all organizations are using those metrics effectively. New research finds greater KPI transparency and better alignment drive maximum business value.

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.

Even a highly skilled, knowledge-based industry like management consulting — one worth $250 billion and filled with some of the smartest people on the planet — is vulnerable to the same market forces that are disrupting services everywhere, including AI.

In a webinar featuring Google Cloud’s Quentin Hardy, MIT SMR looks at historical precedents of disruptive technologies and how they remade society — and work — in the past. Are we on the brink of the next big technological disruption to business, labor, and education thanks to Big Data and Cloud technologies? And how do managers prepare themselves, their teams, and their organizations for the changes to come?

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 ride-sharing platform Uber must develop a self-driving car capability to remain viable in the market.

Blockchain is poised to help media and entertainment companies build innovative business models that offer new monetization strategies for their digital assets and streamline critical business activities.

Organizations need to focus on how blockchain can be used to support their unique strategies. Without this focus, they risk investing in initiatives that don’t provide meaningful value.

For many managers, it’s all too easy to fall back on jargon when developing complex strategy — but if you strip away the buzzwords, does your strategy statement still mean anything?

Research shows equity incentives introduce bias in executive recommendations and strategic planning. To counter this, boards should consider three key steps in assessing corporate risk.

Join us on Twitter to discuss how next-generation measurement can drive change in your organization.

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.

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 to offer opinions on who suffers most in a trade war — businesses or consumers — and why.