Pub Date : 2016-01-01DOI: 10.7551/mitpress/11645.003.0019
G. Westerman
Three technology-driven forces are transforming the nature of management. Automation is making it more and more possible for companies to do work without humans involved. Data-driven management supplements intuition and experience with data and experimentation. Resource fluidity matches tasks to the people who can best perform them, whether inside or outside the organization. Taken together, these three forces are helping leaders rethink the way work is organized and managed. Computers can diagnose situations and identify challenges that humans don't see. Real-time information makes it possible to run experiments rather than guessing what might work. On the whole, these forces will help managers to increase productivity, innovation, and customer satisfaction in the coming years. However, if you lead a traditional company, be careful not to let these forces push your management approach to extremes.
{"title":"Why digital transformation needs a heart","authors":"G. Westerman","doi":"10.7551/mitpress/11645.003.0019","DOIUrl":"https://doi.org/10.7551/mitpress/11645.003.0019","url":null,"abstract":"Three technology-driven forces are transforming the nature of management. Automation is making it more and more possible for companies to do work without humans involved. Data-driven management supplements intuition and experience with data and experimentation. Resource fluidity matches tasks to the people who can best perform them, whether inside or outside the organization. Taken together, these three forces are helping leaders rethink the way work is organized and managed. Computers can diagnose situations and identify challenges that humans don't see. Real-time information makes it possible to run experiments rather than guessing what might work. On the whole, these forces will help managers to increase productivity, innovation, and customer satisfaction in the coming years. However, if you lead a traditional company, be careful not to let these forces push your management approach to extremes.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":null,"pages":null},"PeriodicalIF":4.2,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83038011","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-01-01DOI: 10.7551/mitpress/11645.003.0003
Tim O'Reilly
The core function of management has gone from managing the business to managing the bots that are managing the business. A typical programmer in a 20th century IT shop was a worker building to a specification, not that different from a shop floor worker assembling a predefined product. A 21st century software developer is deeply engaged in product design and iterative, customer-focused development. Leadership means organizing a shared creative vision. Technology is not a back-office function. It is central to the management capability of the entire organization. And companies whose CEOs are also the chief product designers (think Larry Page of Alphabet Inc., Jeff Bezos of Amazon, or Apple under Steve Jobs) can outperform those whose leaders lack the capability to lead not just their human workers but their electronic workers as well. Even in jobs that are not considered programming jobs, the ability to create and marshal electronic resources is key to advancement. The great management challenge of the next few decades will be understanding how to get the best out of both humans and machines, and understanding the ins and outs of who manages whom.
{"title":"Managing the bots that are managing the business","authors":"Tim O'Reilly","doi":"10.7551/mitpress/11645.003.0003","DOIUrl":"https://doi.org/10.7551/mitpress/11645.003.0003","url":null,"abstract":"The core function of management has gone from managing the business to managing the bots that are managing the business. A typical programmer in a 20th century IT shop was a worker building to a specification, not that different from a shop floor worker assembling a predefined product. A 21st century software developer is deeply engaged in product design and iterative, customer-focused development. Leadership means organizing a shared creative vision. Technology is not a back-office function. It is central to the management capability of the entire organization. And companies whose CEOs are also the chief product designers (think Larry Page of Alphabet Inc., Jeff Bezos of Amazon, or Apple under Steve Jobs) can outperform those whose leaders lack the capability to lead not just their human workers but their electronic workers as well. Even in jobs that are not considered programming jobs, the ability to create and marshal electronic resources is key to advancement. The great management challenge of the next few decades will be understanding how to get the best out of both humans and machines, and understanding the ins and outs of who manages whom.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":null,"pages":null},"PeriodicalIF":4.2,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81875207","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-01-01DOI: 10.7551/mitpress/11858.003.0014
Clayton M. Christensen, T. Bartman, D. Bever
The landscape of failed attempts at business model innovation is crowded and becoming more so as management teams at established companies mount both offensive and defensive initiatives involving new business models. This article assembles knowledge that the primary author has developed over the course of two decades studying what causes good businesses to fail, complemented by a two-year intensive research project to uncover where current managers and leadership teams stumble in executing business model innovation. Many failed business model innovations involve the pursuit of opportunities that appear to be consistent with a units current business model but that in fact are likely to be rejected by the existing business or its customers. To achieve successful business model innovation, organizations should focus on creating new business models, rather than changing existing ones. Once a new business is launched, it must remain independent throughout the duration of its journey, but maintaining autonomy requires ongoing leadership attention.
{"title":"The hard truth about business model innovation","authors":"Clayton M. Christensen, T. Bartman, D. Bever","doi":"10.7551/mitpress/11858.003.0014","DOIUrl":"https://doi.org/10.7551/mitpress/11858.003.0014","url":null,"abstract":"The landscape of failed attempts at business model innovation is crowded and becoming more so as management teams at established companies mount both offensive and defensive initiatives involving new business models. This article assembles knowledge that the primary author has developed over the course of two decades studying what causes good businesses to fail, complemented by a two-year intensive research project to uncover where current managers and leadership teams stumble in executing business model innovation. Many failed business model innovations involve the pursuit of opportunities that appear to be consistent with a units current business model but that in fact are likely to be rejected by the existing business or its customers. To achieve successful business model innovation, organizations should focus on creating new business models, rather than changing existing ones. Once a new business is launched, it must remain independent throughout the duration of its journey, but maintaining autonomy requires ongoing leadership attention.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":null,"pages":null},"PeriodicalIF":4.2,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79408648","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-01-01DOI: 10.7551/mitpress/11858.003.0015
K. Sund, M. Bogers, J. A. Villarroel, N. Foss
By interviewing managers and reviewing relevant information, the authors studied Danish, Portuguese, and Swiss postal operators to find out how they have dealt with the challenge of exploring new business models since the turn of the millennium. The organizations studied strived to maintain their core business while at the same time incubating new ventures. Managers at all of the organizations felt there were potential new business models that they could benefit from developing, but when exploring the building blocks of these business models, they found that tensions emerged in their organizations. The tensions highlighted in this research imply that the design of an organizational structure that accommodates both new and older business models needs to be considered an intricate part of business model innovation. Organizational design has to be questioned and experimented with as part of the exploration. A top management team that is prepared for such exploration and aware of the organizational dimension of business model exploration may well be more likely to succeed at business model innovation.
{"title":"Managing Tensions Between New and Existing Business Models","authors":"K. Sund, M. Bogers, J. A. Villarroel, N. Foss","doi":"10.7551/mitpress/11858.003.0015","DOIUrl":"https://doi.org/10.7551/mitpress/11858.003.0015","url":null,"abstract":"By interviewing managers and reviewing relevant information, the authors studied Danish, Portuguese, and Swiss postal operators to find out how they have dealt with the challenge of exploring new business models since the turn of the millennium. The organizations studied strived to maintain their core business while at the same time incubating new ventures. Managers at all of the organizations felt there were potential new business models that they could benefit from developing, but when exploring the building blocks of these business models, they found that tensions emerged in their organizations. The tensions highlighted in this research imply that the design of an organizational structure that accommodates both new and older business models needs to be considered an intricate part of business model innovation. Organizational design has to be questioned and experimented with as part of the exploration. A top management team that is prepared for such exploration and aware of the organizational dimension of business model exploration may well be more likely to succeed at business model innovation.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":null,"pages":null},"PeriodicalIF":4.2,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80210467","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-01-01DOI: 10.7551/mitpress/11645.003.0006
A. Moore
Thanks to advances in artificial intelligence (AI), managers will be alerted to workplace anomalies as soon they occur. Unusual behaviors will be identified in real time by cameras and image-processing software that continuously analyze and comprehend scenes across the enterprise. The hunch-based bets of the past already are giving way to far more reliable data-informed decisions. But AI will take this further. By analyzing new types of data, including real-time video and a range of other inputs, AI systems will be able to provide managers with insights about what is happening in their businesses at any moment in time and, even more significantly, detect early warnings of bigger problems that have yet to materialize. With AI, we can have machines look for millions of worrying patterns in the time it would take a human to consider just one. Statisticians and AI researchers are working together to identify situations and conditions that tend to sound false alarms, The predictive benefits of AI will stretch well beyond equipment and process analysis.
{"title":"Predicting a future where the future is routinely predicted","authors":"A. Moore","doi":"10.7551/mitpress/11645.003.0006","DOIUrl":"https://doi.org/10.7551/mitpress/11645.003.0006","url":null,"abstract":"Thanks to advances in artificial intelligence (AI), managers will be alerted to workplace anomalies as soon they occur. Unusual behaviors will be identified in real time by cameras and image-processing software that continuously analyze and comprehend scenes across the enterprise. The hunch-based bets of the past already are giving way to far more reliable data-informed decisions. But AI will take this further. By analyzing new types of data, including real-time video and a range of other inputs, AI systems will be able to provide managers with insights about what is happening in their businesses at any moment in time and, even more significantly, detect early warnings of bigger problems that have yet to materialize. With AI, we can have machines look for millions of worrying patterns in the time it would take a human to consider just one. Statisticians and AI researchers are working together to identify situations and conditions that tend to sound false alarms, The predictive benefits of AI will stretch well beyond equipment and process analysis.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":null,"pages":null},"PeriodicalIF":4.2,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72773453","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-01-01DOI: 10.7551/mitpress/11645.003.0007
Reid G. Hoffman
Artificial intelligence (AI) is about to transform management from an art into a combination of art and science. Specialized AI will allow us to apply data science to our human interactions at work in a way that earlier management theorists like Drucker could only imagine. These specialized forms of AI can process and manipulate enormous quantities of data at a rate our biological brains can't match. Therein lies the applicability to management: within the next five years, forward-thinking organizations will be using specialized forms of AI to build a complex and comprehensive corporate knowledge graph. Specialized AI will be ubiquitous throughout the organization, indexing every document, folder, and file. AI will also be sitting in the middle of the communication stream, collecting all of the work products, from emails to files shared to chat messages.
{"title":"Using artificial intelligence to set information free","authors":"Reid G. Hoffman","doi":"10.7551/mitpress/11645.003.0007","DOIUrl":"https://doi.org/10.7551/mitpress/11645.003.0007","url":null,"abstract":"Artificial intelligence (AI) is about to transform management from an art into a combination of art and science. Specialized AI will allow us to apply data science to our human interactions at work in a way that earlier management theorists like Drucker could only imagine. These specialized forms of AI can process and manipulate enormous quantities of data at a rate our biological brains can't match. Therein lies the applicability to management: within the next five years, forward-thinking organizations will be using specialized forms of AI to build a complex and comprehensive corporate knowledge graph. Specialized AI will be ubiquitous throughout the organization, indexing every document, folder, and file. AI will also be sitting in the middle of the communication stream, collecting all of the work products, from emails to files shared to chat messages.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":null,"pages":null},"PeriodicalIF":4.2,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76411042","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-01-01DOI: 10.7551/mitpress/11858.003.0009
J. Sinfield, Freddy Solis
True enabling innovations can yield rewards that go far beyond most other forms of innovation and give companies a long-lasting competitive edge. However, pursuing them may seem at odds with the pressure for short-term results. In an increasingly unpredictable and resource-constrained world, accelerated, lower-risk pursuit of enabling innovations could be a key to long-term success. Such innovations offer the potential to create enduring growth for the organizations driving them, not simply based on their functional or conceptual advances, but also because of the influence they can have on broader societal factors that can drive widespread adoption and use across multiple application spaces. It is their ability to change society that drives economic gains, not the other way around. Managers would do well to be aware of this counterintuitive cause-effect relationship in advance. In matters of innovation, risk, and return, understanding enabling innovations and lily pad strategies can lead executives to smarter (and less risky) decision-making and investment strategies.
{"title":"Finding a lower-risk path to high-impact innovations","authors":"J. Sinfield, Freddy Solis","doi":"10.7551/mitpress/11858.003.0009","DOIUrl":"https://doi.org/10.7551/mitpress/11858.003.0009","url":null,"abstract":"True enabling innovations can yield rewards that go far beyond most other forms of innovation and give companies a long-lasting competitive edge. However, pursuing them may seem at odds with the pressure for short-term results. In an increasingly unpredictable and resource-constrained world, accelerated, lower-risk pursuit of enabling innovations could be a key to long-term success. Such innovations offer the potential to create enduring growth for the organizations driving them, not simply based on their functional or conceptual advances, but also because of the influence they can have on broader societal factors that can drive widespread adoption and use across multiple application spaces. It is their ability to change society that drives economic gains, not the other way around. Managers would do well to be aware of this counterintuitive cause-effect relationship in advance. In matters of innovation, risk, and return, understanding enabling innovations and lily pad strategies can lead executives to smarter (and less risky) decision-making and investment strategies.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":null,"pages":null},"PeriodicalIF":4.2,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77257256","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-01-01DOI: 10.7551/mitpress/11645.003.0017
Catherine J. Turco
Long-held assumptions about corporate communication and hierarchy are breaking down. In the coming years, the savviest leaders will tap into the spirit and tools of openness from social media to build may be called conversational firms. Conversational firms differ from conventional bureaucratic ones by having a far more open communication environment. Executives use multiple platforms to share information with the entire workforce. They encourage employees to speak up, ask questions, and share ideas and opinions. They saturate the workplace with digital tools and physical spaces designed to encourage dialogue. The result is an ongoing conversation that transcends the formal hierarchical structure. Forward-thinking leaders are already managing their organizations this way. Doing it right is hard, though. There are challenges to creating conversational companies. Leaders willing to invest in truly open dialogue with their workforce will be well positioned to face and shape the ever-evolving future.
{"title":"A new era of corporate conversation","authors":"Catherine J. Turco","doi":"10.7551/mitpress/11645.003.0017","DOIUrl":"https://doi.org/10.7551/mitpress/11645.003.0017","url":null,"abstract":"Long-held assumptions about corporate communication and hierarchy are breaking down. In the coming years, the savviest leaders will tap into the spirit and tools of openness from social media to build may be called conversational firms. Conversational firms differ from conventional bureaucratic ones by having a far more open communication environment. Executives use multiple platforms to share information with the entire workforce. They encourage employees to speak up, ask questions, and share ideas and opinions. They saturate the workplace with digital tools and physical spaces designed to encourage dialogue. The result is an ongoing conversation that transcends the formal hierarchical structure. Forward-thinking leaders are already managing their organizations this way. Doing it right is hard, though. There are challenges to creating conversational companies. Leaders willing to invest in truly open dialogue with their workforce will be well positioned to face and shape the ever-evolving future.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":null,"pages":null},"PeriodicalIF":4.2,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79658831","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
To many managers, the idea of involving customers in pricing decisions seems counterproductive. For most companies, pricing is a sensitive, private affair. But it may be time to reexamine those ideas. Letting customers have input on prices provides opportunities for customization and can promote greater customer engagement. Opening up customer participation also offers a way for companies to create a new sense of excitement.
{"title":"When Customers Help Set Prices","authors":"Marco Bertini, Oded Koenigsberg","doi":"10.2139/SSRN.2255904","DOIUrl":"https://doi.org/10.2139/SSRN.2255904","url":null,"abstract":"To many managers, the idea of involving customers in pricing decisions seems counterproductive. For most companies, pricing is a sensitive, private affair. But it may be time to reexamine those ideas. Letting customers have input on prices provides opportunities for customization and can promote greater customer engagement. Opening up customer participation also offers a way for companies to create a new sense of excitement.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":null,"pages":null},"PeriodicalIF":4.2,"publicationDate":"2014-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80037390","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The article discusses price wars between competing companies, presenting recommendations for business strategies as of 2014 and focusing on the business methods used by the grocery company Albert Heijn BV during a price war in the Netherlands between 2003 and 2005. Recommendations include aligning revenues with cost structures and monitoring initiative effectiveness.
{"title":"How to win a price war","authors":"Patrick Reinmoeller","doi":"10.13007/403","DOIUrl":"https://doi.org/10.13007/403","url":null,"abstract":"The article discusses price wars between competing companies, presenting recommendations for business strategies as of 2014 and focusing on the business methods used by the grocery company Albert Heijn BV during a price war in the Netherlands between 2003 and 2005. Recommendations include aligning revenues with cost structures and monitoring initiative effectiveness.","PeriodicalId":48169,"journal":{"name":"Mit Sloan Management Review","volume":null,"pages":null},"PeriodicalIF":4.2,"publicationDate":"2014-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84652377","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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