Business Models
How to Win With a Multisided Platform Business Model
What does it take to set up a platform where many constituencies can do business?
What does it take to set up a platform where many constituencies can do business?
Installment #3 of the CSR Insurgency series examines how CSR managers can mobilize a sustainability insurgency.
Auditing the supply chain is the biggest obstacle to putting sustainability principles into practice. Will the influx of big data initiatives change that?
The new MIT SMR app offers additional features and responsive design for mobile devices.
Where the “gut” instinct of sports managers once ruled, analytic insights are fast becoming standard.
MIT Sloan’s Robert Pozen offers strategies to make work time more productive.
A recent book by Thomas H. Davenport and Jinho Kim advises companies on how to capture the power of big data.
The next generation of CSR managers needs to consider how to recruit allies in support of sustainability efforts.
One of the most important developments in sustainability is the recent focus on human rights.
A panel at the 2014 South by Southwest festival highlighted five ways to avoid a social media crisis.
The Boston Marathon bombing offers six lessons for crisis managers on using social media for communication.
Wells Fargo Bank used ethnography to better understand how customers use its products.
Customer experience is what sets Rent The Runway apart. And it’s driven by data and analytics.
A recent report by MIT CISR details how comScore organizes internally to create value from big data.
Encouraging customers to provide feedback directly to a company engages them in valuable ways.
Apple’s shareholders applaud CEO Tim Cook’s stand on climate change despite attacks from opponents. Will other executives follow suit?
Toyota returned to its focus on sustainable production practices after recall setbacks.
CSR executives are in the vanguard of a sustainability revolution.
To make better data-based decisions managers need smart data — and big data training.
By exploiting organizational data, managers can derail some risky blind spots.