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Leading companies are working with their Chinese suppliers to improve environmental performance.

For a decade, China was automatically the answer to many manufacturing questions. That's changing.

When is it smart for multinational companies to relocate top management to other countries?

Executives must decide which IT innovation "waves" to catch & #8212; and which ones to let roll by.

When consumers feel that their choices are restricted, many respond by leaving the market leader.

To gain leverage from ever-improving technologies, companies need new processes and business models.

What increases the chance of "retweeting," so company tweets are shared with recipients' networks?

The second annual report by MIT Sloan Management Review and the IBM Institute for Business Value sees a growing divide in analytic sophistication.

When Paul Barth and Randy Bean launched NewVantage Partners in 2000, most organizations were not paying a lot of attention to data and analytics. That's changed. As internal customers realize its value of data, the demand for access to the flood of accumulated data has risen almost as quickly as the issues of security and governance surrounding it. Though many organizations' analytics projects are CIO-driven, the partners have seen more success when organizations "start in the middle" with a "real tangible business problem." Solving something quickly, that gives quantifiable results, can help build a data management practice that ultimately influences the entire enterprise. Then organizations can begin to gain the kind of competitive advantage that analytics promises. Barth and Bean spoke with David Kiron, executive editor at MIT Sloan Management Review, about the importance of governance policies and structures, the role of culture in the success of initiatives, and the promise of value that many organizations are realizing from their analytics' innovations.

The key to open innovation? Ensuring outside ideas reach the people best equipped to exploit them.