With AI rewriting many technology and business rules, leaders have never faced more pressure to innovate. Learn how to design teams and strategies that pave the way for innovation while avoiding common pitfalls. Drive change using proven wisdom to accelerate your team’s success.
Companies that synchronize new product development efforts can see substantial benefits.
During a recent Exec Ed course, Big Data: Making Complex Things Simpler, MIT Sloan offered its first-ever virtual 4Dx course.
Managers need to keep up with what social media is becoming and how to use it.
Analytics researchers present their findings on the characteristics of “Analytical Innovators.”
A new assessment tool can help executives pinpoint a company’s innovation strengths and weaknesses.
Two recent books focus on different aspects of innovation — within and outside the organization.
Employee orientation practices that focus on individual identity can lower employee turnover.
The art of collaboration is one that many research and development organizations have yet to master.
Open innovation was used in diabetes research to bring greater openness into every stage of research.
Executives and academic researchers have perspectives that can complement one another.
If you lack a good digital business model, your customers may leave you behind.
If used wisely, analogies can help an organization’s employees comprehend change and innovation.
How should companies respond to game-changing open-source innovations from online user communities?
The Fall 2012 issue of MIT Sloan Management Review features a number of articles about how companies can use data to win at business.
Data-savvy organizations are using analytics to innovate — and to gain competitive advantage.
What happens when successful companies in emerging markets make the leap into more developed ones?
Kyocera Corp.’s distinctive management system seeks profitable growth by extreme decentralization.
MIT’s Michael Schrage asks: “Who do you want your customers to become?”
“Our careers provide the most very tangible, immediate achievement,” says the Harvard Business School professor. But they’re only a piece of the life puzzle.
