Articles

Many executives are enthusiastic about the business potential of machine learning applications. But business leaders often overlook a key issue: To fully unlock the benefits of artificial intelligence, you’ll need to upgrade your people’s skills — and build an empowered, AI-savvy workforce.

Even if your job is high paying, it is wise to ask yourself whether it is common and repetitive enough to be done by a machine. If you conclude that it is, it’s time to look for — or create — less commoditized work.

When you’re developing a strategy for a new business, testing assumptions in your plan in a logical order gives you the best chance to make course corrections early — and not waste time and money.

Diversity in the workplace can increase conflict. But research also suggests that if teams lack diversity, they will be more susceptible to making flawed decisions.

Many of today’s most successful companies are able to leverage business model scalability to achieve profitable growth. Executives need to factor scalability attributes into their business model design, or they risk being left behind.

There are four different pathways that businesses can take to become top performers in the digital economy. Leadership’s role is to determine which pathway the company should pursue – and how aggressively to move.

The sharing economy isn't all bad news for manufacturers of big ticket items such as cars. Research from Carnegie Mellon and UC Berkeley says that manufacturers will sometimes be able to charge higher prices to customers who are planning to rent out those goods. In a Q&A, one researcher says that when there’s heterogeneity in the market, meaning both a high-usage population and a low-usage population, circumstances are ripe for “a win-win-win for the borrower, the owner, and the manufacturer.”

Hierarchies are often seen as an obstacle to innovation. However, a growing body of research shows that the right kind of hierarchy can help teams become better innovators and learners.

What happens when a company whose roots go back over a century — a bank, no less — decides to adopt agile management methods developed in the software industry? Though ING bank in the Netherlands is less than three years into the process — and it’s therefore premature to declare the initiative a success — taking a deep dive into the organization’s early experience with agile is nonetheless instructive.

Responding to a recently published essay, an MIT SMR reader pushed back against the view that managers must prepare for radical and rapid change in a digital world; he argued that this position may be overly alarmist. The discussion continues.