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What if, instead of perpetuating harmful biases, AI helped us overcome them? What if our systems were taught to ignore data about race, gender, sexual orientation, and other characteristics that aren't relevant to the decisions at hand? They can do all that -with guidance from the human experts who create, train, and refine them.

Many people don't trust decisions, answers, or recommendations from artificial intelligence. To address that problem, makers of AI applications and systems should stop overpromising, be more transparent about how systems are used, and consider third-party certification.

Connecting devices and collecting data via the internet of things (IoT) gives companies more data than ever about how their products are being used -and could be used. This collection of articles from MIT Sloan Management Review examines the opportunities and risks that this rich layer of connectivity presents.

Companies are looking to artificial intelligence to create business value. This collection of articles from MIT Sloan Management Review examines how early implementers are positioning themselves to reap the benefits of AI at scale -while managing the human side of using the technology.

How are organizations using social media most effectively? This collection of articles from MIT Sloan Management Review examines the value of devising a clear strategy, offering incentives for participants, and preparing for social media disasters.

Digital strategies must tackle two questions that are shrouded in uncertainty: What can data and digital technologies do to help us solve customer problems? And, what solutions will customers find valuable? This collection of articles from MIT Sloan Management Review examines the ways in which organizations should experiment and engage with customers to find the best way forward.

Blockchain technology offers businesses a secure platform, ledger, and database where buyers and sellers can store and exchange value without the help of traditional intermediaries. It could transform how businesses are organized and managed. This collection of articles from MIT Sloan Management Review examines the new world of blockchain technology.

The global robotics market is projected to reach $135 billion in 2019. This collection of articles from MIT Sloan Management Review looks at how robots can and will move into the workplace, and examines the best ways for both businesses and individuals to prepare.

Additive manufacturing -also known as 3-D printing -was developed in the 1980s and began moving beyond costly industrial manufacturing applications in the late 2000s when it was taken up by the open-source and do-it-yourself movements. This collection of articles from MIT Sloan Management Review takes a closer look at this disruptive technology, which is on the verge of going mainstream.

Letting employees work from home or at drop-in work centers can be beneficial to both employees and companies. But managing communication can be a challenge from both directions. This collection of articles from MIT Sloan Management Review looks at how organizations are navigating the challenges of a dispersed workforce.

Most companies are still learning how to design their digital selves for efficiency. This collection of articles from MIT Sloan Management Review examines how organizations are thinking about designing their processes, systems, and data in ways that discipline their core operations.

Big data can support smarter operations, but only when companies embrace the basics of understanding what it is they want to measure, how they want to measure, and how they can keep the data secure. This collection of articles from MIT Sloan Management Review examines how companies are forging new business processes with the use of data and analytics.

To thrive, retailers must match their belief and investment in machine learning with incentives that clearly connect to their broader strategic goals.

In July 2018, the chief executive officer of Tiktauli De Corps (TDC) was thinking about the branding strategy of the company. Founded in India in August 2012 as a casual wear apparel brand, TDC had grown rapidly. The company featured three main business lines: electronic dance music fashion apparel and accessories; sports gear; and affordable fashion wear. The company had adopted a house of brands strategy for its three brands: TDC, Fieldgear, and Koolho. After six years, one of the three brands had started generating profits, but none had achieved recognition outside a niche circle. However, confident that the various brands were aligned with TDC's vision, and encouraged by the company's success, the chief executive officer was considering expanding into international markets. Because of limited access to funds, synergy among the company's house brands, and the impact of macro-environmental factors on his growth plans, he had to choose the best branding strategy for the company's future.

Formula E founder and CEO Alejandro Aga obtained the rights to develop a new electric car racing series from the Fédération Internationale de l'Automobile (FIA). Agag needed to develop the series from scratch-developing a race car, finding teams willing to race, cities willing to host races, and sponsors, media partners, and investors willing to fund the series. The first race was one year away. How should Agag go about developing this new series?

Formula E's season three is nearly complete. CEO Alejandro Agag needs to examine his business model to ensure the racing series is positioned to grow sustainable in the years to come.

The ongoing U.S.-China trade war had lifted South American soybean prices to 20% higher than the CBOT price. Domestically, a severe drought had undermined Argentina's 2018 soybean production, leaving Argentine soy crushing plants extremely undersupplied. Pressed by the country's economic emergency, Argentina´s President Macri had imposed new tariffs on farming exports. With these and other factors in mind, Enrique and Alejandro Duhau had to decide what to plant the following year and whether to lease additional land for agriculture. Should they prioritize the market opportunity for soybeans over technical factors such as crop rotation? What risks would increasing the amount of leased land entail? Would it prove convenient to pay a higher-than-usual price to secure more leases? Was their hedging strategy appropriate or should it be revised based on the current context?

At the end of 2016, the leadership team of Commonwealth Joe Coffee Roasters-Robert Peck, Chase Damiano, and Jeremy Martin-had begun an ambitious retail expansion strategy in the Washington, D.C. metropolitan area for their specialty coffee business. That October, they had opened their first custom-designed store in a brand-new luxury apartment building. The new store was an immediate success, even though a Starbucks had recently opened across the street. At the same time, a separate business line-selling cold brew coffee in kegs to office customers-had grown unexpectedly. Many new office accounts were added, even as the team promoted the new retail store. Now, as Peck, Damiano, and Martin prepared for the next capital raise, targeted for February 2017, they evaluated their strategy going forward. Should Commonwealth Joe stay with retail, or should they shift their strategy to focus on the office business?

Chef Wolfgang Puck oversees a disparate business empire that includes fine dining restaurants, a catering business, and various licensed products that run from cookware, to soup, to fast-casual restaurants. His businesses activities are divided between three separate entities-Wolfgang Puck Fine Dining Group, Wolfgang Puck Catering, and Wolfgang Puck Worldwide-that share some formal and informal linkages. But the key person holding this all together is Wolfgang Puck himself. Now in his late 60s, Puck wonders what he needs to formalize-in terms of systems, processes, and management-to ensure that his different businesses will endure long after he is no longer involved in the day-to-day management of these three businesses.