Whether you’re a traditional conglomerate embracing digital transformation for the first time or a cutting edge tech startup looking to scale, managing in the digital economy lends a whole set of new managerial challenges (as well as some age old ones).
Thanks to online shopping, consumers' expectations of in-store experiences have evolved, affecting both brick-and-mortar operations and B2B activities. For sales teams, this means adopting new approaches to stay close to customers.
With machines making decisions on our behalf, the role of managers will shift from making point decisions to evaluating and shaping decision-making across entire systems. Professor David Parkes from the Harvard School of Engineering and Applied Sciences unpacks how this paradigm shift could play out in the future.
Succeeding in the digital economy requires reinventing the way companies work, starting with an AI-powered operating model. Harvard Business School Professors Marco Iansiti and Karim Lakhani introduce a framework for how business roles need to change for people and tech.
Surprising to no one, managers tend to hire, evaluate, and promote based on their own “templates for success.” Research from the Stanford VMware Women’s Leadership Innovation Lab has shown that employing two simple tactics can move the needle towards building more inclusive and diverse organizations.
How can your company improve working conditions for women in tech? The EQUALS Research Group provides a handful of recommendations — along with the caveat to think long and hard about what approach works best for each team in order to avoid unintended consequences.
While equality of opportunity and compensation has improved for women in the workforce, the high-paying, high-status financial services and tech industries continue to display significant gender gaps. Research at Harvard explores our bias issue and the extent that these biases prop up unsound perceptions about women as professionals.
Smooth sailing for female engineers once they claw their way into the profession? Not exactly. The overt and subtle stresses that come with being female in a male-dominated field have resulted in a high attrition rate. Here are a few strategies from the Journal of Organization Science to help build resiliency.
With a more diverse range of people interviewed and hired for entry-level tech roles, we would expect to see the same shift across management over time. But that is not yet the case. HBS Gender Initiative Director, Colleen Ammerman shows us that companies need to actively plug “leaks” by driving culture change and improving policies from the top-down.
The good, the bad, and the ugly. Professor Sunil Gupta has seen it all when big companies try to make digital transformation happen within their walls. His conclusion? The rules of strategy have changed in the digital age and large organizations need to start asking tough questions (across the board) to compete.