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Digital

  • Big Data and IT Talent Drive Improved Patient Outcomes at Schumacher Clinical Partners

    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.

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  • Cultivating a Culture of Cross-Functional Teaming and Learning at CarMax

    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.

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  • MetLife Centers Its Strategy on Digital Transformation

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

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  • Achieving Digital Maturity

    In the 2017 Digital Business Report, MIT SMR and Deloitte find that digitally maturing companies are achieving success by increasing collaboration, scaling innovation, and revamping their approach to talent.

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  • In the Hotel Industry, Digital Has Made Itself Right At Home

    Doing business digitally isn’t an “add technology and stir” proposition. Success in digital business means fundamental changes in how you do business. Marriott International’s George Corbin knows this all too well. “For any company that is being disrupted by digital, it’s important that they not just be able to recognize if there’s a potential threat to its existing business,” he says. “The bigger challenge is, how and what do you change to make the transition from where it is to where it needs to be?”

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  • What You Need to Know Before Starting a Platform Business

    There’s a great deal of enthusiasm about platform strategies these days. Entrepreneurs pitch their startups as the next Uber, the next Facebook, or the next Airbnb, while executives in established companies are retooling their strategies around platforms to drive growth and compete digitally. But creating a successful platform business is not easy — as economists Richard Schmalensee and David S. Evans explain in this MIT Sloan Management Review interview.

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  • The End of Focus: A New Wave of Manufacturers Will Choose Scope Over Scale

    Digital technology has already upended the media and information sectors. It’s about to do the same to the manufacturing economy, and pave the way for what can be called the “pan-industrial” strategy.

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  • The Jobs That Artificial Intelligence Will Create

    A new global study finds several new categories of human jobs emerging. These roles are not replacing old ones. They are brand-new positions that complement the tasks performed by AI machines and will require skills and training that have never before been needed.

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  • Building a More Intelligent Enterprise

    The authors examine how managers can combine a sophisticated understanding of human decision making with technology-enabled insights to make smarter choices in the face of uncertainty and complexity. Integrating the two streams of knowledge is not easy, but once management teams learn how to blend them, the advantages can be substantial.

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  • Why Can't We Have More Than One Digital Strategy

    A recent MIT Sloan Management Review article argued that companies need to choose whether to focus their digital strategy on customer engagement or digitized solutions. But several readers wondered why they needed to choose one option over the other.

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