Articles

Customers’ or suppliers’ descriptions of what they need may provide design elements for your next new product. Companies should listen carefully and identify whether need statements have opportunities for innovation embedded in them.

Many executives don’t understand how to craft a compelling vision for change that will gain widespread commitment within their organization. Leaders should start by asking themselves: What will people see, hear, and feel once the changes have been achieved?

To gain competitive advantage from supply chain analytics, many companies need to reduce the time it takes to act on the insights those analytics generate.

Much as relationships in social networks have been analyzed to understand and influence how ideas flow among people, researchers wondered whether it might be possible to use the structure of product recommendation networks online to understand or influence how demand flows among products. The short answer is yes, and the implications for marketers are important.

Changing consumer expectations, new regulations, and an influx of patient data has created a perfect storm for health care organizations like Schumacher Clinical Partners to rethink how they leverage digital tools to better serve their patients and providers.

Nik Kinley and Shlomo Ben-Hur wrote in an earlier MIT Sloan Management Review article that managers should play a more active role in employee development. Several readers wanted more details.

The days when buying a used car meant “kicking the tires” and wading through a hard sales pitch are gone. With customer expectations evolving in a rapidly changing digital environment, digital dealership CarMax’s product development teams are “all about developing customer-facing and associate-enabling technologies,” says CIO Shamim Mohammad — but the focus is on the teamwork, not the tech.

As demographic changes and technological advances upend the marketplace, MetLife has responded by making digital transformation the heart of its business model.

Leaders need a new mental model to better understand the complex interplay between companies, economies and societies. To do so, they must shift their focus from their own companies to the broader business and social ecosystems in which they are embedded.

Even when faced with evidence that an algorithm will deliver better results than human judgment, we consistently choose to follow our own minds. Why? MIT Sloan Management Review editor in chief Paul Michelman sat down with the University of Chicago’s Berkeley Dietvorst to find out.