Managing Technology

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.

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

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.

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.

Expectations of immediate responses to digital communications negatively impact productivity.