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The future of AI looks much like the present, with machines helping humans to do their jobs better, not replacing them.

Large-scale misconduct starts small, so prevention should focus on how employees make decisions.

Retailers can boost profits and prevent abuse by tailoring their return policies with analytics.

MIT professor Munther Dahleh proposes a marketplace for data that bases the cost of data on the financial value it generates.

Formal communication protocols may seem outdated, but they offer crucial performance advantages.

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.

The art of bian lian [CA1] — or “face changing” — is integral to Sichuan opera: A main character changes masks to avoid capture by foes. The transformation is quick and surprising, the new face clearly different. In the theater of business, Chinese performers are undergoing a rapid transformation of their own as they seek to evolve from backroom producers to the world’s leading face of innovation.

Technology-intensive product manufacturers, automakers, or white goods makers used to be able to capitalize on their longstanding engineering and design leadership to cement their positions. But that’s no longer the case. Today, young upstarts in many product segments, especially from China, can develop world-class design and production capabilities in a short period of time. In some cases, they are closing gaps with long-established incumbents and becoming market leaders within a decade.

Less than 5% of companies are using AI to reinvent how they do business, but the competitive intensity surrounding the technology suggests that a wait-and-see strategy could be a costly mistake. To get a share of the global profit pool of US$1 trillion that AI will produce by 2030, McKinsey’s Global Institute says companies should begin adopting it at scale within the next 3 years.

Researchers have identified six distinct mindsets that contribute to leaders' portfolio of leadership styles by asking one simple question: Whom do the leaders serve? Identifying these mindsets can help companies recognize how the leader's styles are helping — or hurting — their performance.