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Disruption from artificial intelligence (AI) is here, but many company leaders aren't sure what to expect from AI or how it fits into their business model. Yet with change coming at breakneck speed, the time to identify your company's AI strategy is now. MIT Sloan Management Review has partnered with The Boston Consulting Group to provide baseline information on the strategies used by companies leading in AI, the prospects for its growth, and the steps executives need to take to develop a strategy for their business.

In the 2017 Digital Business Report, MIT SMR and Deloitte find that digitally maturing companies are achieving success by increasing collaboration, scaling innovation, and revamping their approach to talent.

What distinguishes companies that have built advanced digital capabilities? The ability to collaborate. Research finds that a focus on collaboration -both with and without technology, both within organizations and with external partners and stakeholders -is central to how digitally advanced companies create business value and establish competitive advantage over less advanced rivals.

This is an MIT Sloan Management Review article. In the final report of our 8-year study of how corporations address sustainability, MIT Sloan Management Review and The Boston Consulting Group examine the crossroads at which sustainability now finds itself. Despite sociopolitical upheaval that threatens to reverse key gains, our research has shown that companies can develop workable -and profitable -sustainability strategies to reduce their impact on the global environment by incorporating 8 key lessons.

This is an MIT Sloan Management Review article. The 2017 Data & Analytics Report by MIT Sloan Management Review finds that the percentage of companies deriving competitive advantage from analytics increased for the first time in four years. Incorporating survey results and interviews with practitioners and scholars, the report finds that companies'increasing ability to innovate with analytics is driving a resurgence of strategic benefits from analytics across industries. The report is based, in part, on MIT SMR's seventh annual data and analytics global survey, which includes responses from 2,602 business executives, managers, and analytics professionals from organizations located around the world.

This is an MIT Sloan Management Review Article. Competition for digitally savvy talent has never been higher, but companies' methods for acquiring and keeping the skilled employees they need are outmoded. Whether they want to develop capabilities in employees or tap on-demand talent markets - or some mix of both - human resources directors need to experiment with new talent management models.

This is an MIT Sloan Management Review Article. Organizations across the business spectrum are awakening to the transformative power of data and analytics. They are also coming to grips with the daunting difficulty of the task that lies before them. It's tough enough for many organizations to catalog and categorize the data at their disposal and devise the rules and processes for using it. It's even tougher to translate that data into tangible value. But it's not impossible, and many organizations, in both the private and public sectors, are learning how.

As evidence mounts that sustainability-related initiatives are key to a company's success over time, a growing number of investors are now paying close attention to environmental, social and governance ('ESG') metrics. That according to the authors, whose 2016 Global Executive Study showed that for a decisive majority of investors -more than 70 per cent of those surveyed- sustainability has become central to their investment decisions. With wide ranging examples from GE to Volkswagen to Mitsubishi, they show how leading companies are rising to the challenge.

This is an MIT Sloan Management Review Article. We found that obtaining business value using the connections the IoT creates between an organization and its customers, suppliers, and competitors depends on companies'willingness to share data with other organizations.

This is an MIT Sloan Management Review Article. Digitally savvy executives are already aligning their people, processes, and culture to achieve their organizations' long-term digital success.

This is an MIT Sloan Management Review article. Investors see a strong link between corporate sustainability performance and financial performance -so they're using sustainability-related data as a rationale for investment decisions like never before.

This is an MIT Sloan Management Review article. The 2016 Data & Analytics Report by MIT Sloan Management Review and SAS finds that analytics is now a mainstream idea, but not a mainstream practice. Few companies have a strategic plan for analytics or are executing a strategy for what they hope to achieve with analytics. Organizations achieving the greatest benefits from analytics ensure the right data is being captured, and blend information and experience in making decisions.

Most businesses now understand that their sustained global success depends upon the economic, social and ecological contexts in which they operate. The problem is, the stability of those contexts can no longer be taken for granted: the physical environment is becoming increasingly unpredictable; our interconnected global economy is altering social conditions; and technological innovation is transforming the nature of both consumption and production. As a result, corporate sustainability has evolved significantly, and now involves addressing critical business issues involving a complex network of strategic relationships and activities. The authors show how companies like Intel, BASF, Walmart and Stonyfield are partnering with other organizations-including Greenpeace and the World Wildlife Fund-to find solutions to sustainability challenges in their communities.

This is an MIT Sloan Management Review article. The 2015 Data & Analytics Report by MIT Sloan Management Review and SAS finds that talent management is critical to realizing analytics benefits. This fifth annual survey of business executives, managers and analytics professionals from organizations located around the world captured insights from 2,719 respondents. It finds that organizations achieving the greatest benefits from analytics are also much more likely to have a plan for building their talent bench. That talent plan includes (1) giving preference to people with analytical skills when hiring and promoting, (2) developing analytical skills through formal training, and (3) integrating new talent with more traditional data workers.

This is an MIT Sloan Management Review article. Successfully incorporating today's digital technologies requires companies to work in new ways. To explore how digital technologies are changing the way companies do business, MIT Sloan Management Review and Deloitte surveyed more than 4,800 respondents and interviewed 19 business and thought leaders. The central question the authors asked: How are companies using digital technologies -such as social media, data and analytics, mobile devices and cloud computing -to compete and operate differently? Using results from these quantitative and qualitative data, the authors provide insights on the state of digital business and what managers need to know and do to navigate and benefit from these trends. A key concept behind this research is digital business maturity. The authors asked survey respondents to "imagine an ideal organization transformed by digital technologies and capabilities that improve processes, engage talent across the organization, and drive new and value-generating business models"and then to rate their company against that ideal on a scale of 1-10 (with 10 being the closest to the ideal). Forty-five percent of respondents placed their companies in the middle or "developing"group (ratings 4-6), while 29% put their companies in the higher "maturing"category (ratings 7-10). The remaining 26% placed their companies in the lower "early"group (ratings 1-3). Perhaps the main insight is that the key drivers of digital transformation are not the digital technologies themselves but business factors -in particular, strategy, culture and talent development. Effective digital strategies are less about acquiring and implementing the right technology than about reconfiguring the business to take advantage of the information these technologies enable.

This is an MIT Sloan Management Review article. In the 2014 Sustainability Report, new research by MIT Sloan Management Review, The Boston Consulting Group and the UN Global Compact, shows that a growing number of companies are turning to collaborations -with suppliers, NGOs, industry alliances, governments, even competitors -to become more sustainable. Our research found that as sustainability issues become increasingly complex, global in nature and pivotal to success, companies are realizing that they can't make the necessary impact acting alone.. Authors: MIT Sloan Management Review, The Boston Consulting Group and the United Nations Global Compact.

business value from analytics is not data management or complex modeling skills. Instead, the number one barrier mentioned by survey respondents involved translating analytics into business actions -in other words, making business decisions based on the results, not producing the results themselves. With more access to useful data, companies are increasingly using sophisticated analytical methods. That, the authors argue, means there's often a gap between an organization's capacity to produce analytical results and its ability to apply them effectively to business issues. Much can be done to make analytics more consumable for managers. At the individual level, data analysts can learn more about the business; in fact, about a third (34%) of the survey respondents reported that their organizations train analytics professionals to understand business issues. Organizations can also systemically improve infrastructure and processes; improved data quality, for example,can make it easier to turn data into competitive advantage. Managers can also take steps to become savvier at understanding analytical results. In fact, managers and executives are working to become more knowledgeable about data and analytics: Many of the survey respondents reported that their organizations develop analytical skills through on-the-job (58%) or formal (23%) training. Almost half the respondents (49%) reported that their organizations train managers to make better use of analytics. Beyond training, other known steps include: identifying trustworthy analytics professionals within the organization, requiring straightforward explanations and asking detailed questions. However, the authors'research indicates that, despite their efforts, managers continue to find it difficult to keep pace with their organization's analysts for two reasons: burgeoning analytics sophistication and competing demands for managerial attention.

This is an MIT Sloan Management Review article. This year's MIT Sloan Management Review and Deloitte1 global survey found clear evidence that companies across industries are creating value with social business. A key finding is that social business value is a function of what we call social business maturity -the breadth and sophistication of its initiatives. In this year's report, we detail the drivers of that maturity and how companies are using social business to transform their organizations and reap greater gains from their social business efforts.

This is an MIT Sloan Management Review article. Based on a global executive survey with 2,000+ respondents and interviews with more than thirty executives, MIT Sloan Management Review and SAS Institute Inc. report that analytics has become a common path to business value. Organizations are now being challenged to step up their use of analytics, whether they are just getting started or are seasoned practitioners. The implications for industry competition are coming into focus-companies that incorporate analytics into their culture are finding success in the new digital era.

MIT Sloan Management Review and Deloitte have been exploring the impact of social media on business over the past three years through surveys, data analysis and interviews with executives and academics. The latest survey explored whether companies are deriving value from their social business initiatives. Sixty-two percent of managers surveyed report that their organization's social business initiatives are at least somewhat successful at meeting their stated business objectives, while 63% of respondents report that social business has positively affected business outcomes at their company. Fifty-nine percent of respondents in multinational companies report that social business helps them operate across geographies. Perhaps equally compelling is the extent to which individual employees indicate the value of social business to their daily work. Fifty-seven percent of respondents say that it is at least somewhat important for them to work for companies with mature social business practices, while 46% of respondents say that social business is at least somewhat important for decision making in their day-to-day role. A key factor in whether companies are able to derive positive benefits from social business is social business maturity. The researchers asked survey respondents to envision a company with ideal social business practices and then to assess how close their company was to that ideal. The higher a respondent rates his or her company, the more likely they are to report that the company is deriving business value from its social business initiatives. For example, 92% of respondents from the companies with the most mature social business practices say that social business helps them operate across geographies.