Managing Technology

Digital Strategy Guide Connecting devices and collecting data via the internet of things (IoT) gives companies more data than ever about how their products are being used — and could be used. This collection of articles from MIT Sloan Management Review examines the opportunities and risks that this rich layer of connectivity presents.

Digital Strategy Guide The global robotics market is projected to reach $135 billion in 2019. This collection of articles from MIT Sloan Management Review looks at how robots can and will move into the workplace, and examines the best ways for both businesses and individuals to prepare.

MIT SMR’s 2018 Global Executive Study and Research Report on AI and strategy shows early leaders are building competencies and pushing forward in their AI efforts, with any eye toward scale and revenue generation over cost efficiencies.

Digital decoupling is a key to combating technical debt and unlocking strategic agility.

Automation will affect jobs in four ways. The path jobs take depends on what kind of value they provide — and how.

MIT SMR and Deloitte’s 2018 global executive study and research report investigates how born-digital and legacy organizations alike achieving digital maturity through continuous learning.

In the eyes of many leaders, artificial intelligence and cognitive technologies are the most disruptive forces on the horizon. But most organizations don't have a strategy to address them.

As sexy as it is to speculate about new technologies such as AI, robots, and the internet of things, the focus on technology can steer the conversation in a dangerous direction. Because when it comes to digital transformation, digital is not the answer. Transformation is. In various industries, including banking, paint, and shipbuilding, digital leaders are finding that technology’s value comes from doing business differently because technology makes it possible.

For young adults accustomed to continually checking their cellphones, even a single day without access to them can be anxiety-producing. What are the implications for executives about managing this constantly connected generation – and their devices -- in the workplace?

Following the example of Alibaba in China, Amazon is leveraging strong trust in its brand and its broad customer base to enter the U.S. financial market. While Alibaba saw opportunity in the lack of credit cards in China, Amazon could use credit cards’ ubiquity in the U.S. to reach a large pool of potential customers.