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Many companies are unable to consistently gain business value from their investments in big data, artificial intelligence, and machine learning. A study of the data science functions and initiatives in three of India's largest private-sector banks identified five obstacles to successful data science projects and suggests remedies that can help companies obtain more benefit from their data science investments.

Whether it's mobile phones or autonomous cars or telemedicine, a well-functioning robust 5G ecosystem will require licensing executives to have a deep understanding of the need for timely licensing to support technology development and adoption. It is important that the parties to patent licensing agreements understand that value doesn't depend on the numerosity of patent portfolios, but on use value. The ecosystem is impaired when parties to licensing transactions are recalcitrant and advance bogus indicia of value. The 5G stakes are sufficiently high that top management oversight is likely required.

Following problems during the 2016 Iowa caucus, the Democratic National Committee mandated the Iowa Democratic Party (IDP) to publish raw vote totals for the upcoming 2020 Iowa caucus. This mandate coincided with the IDP's shift for the 2020 caucus from a partnership with Microsoft, Inc. to one with a political consultancy, Shadow Inc., for developing a vote-recording application (app)---a partnership choice believed by many to have been politically motivated. Shadow developers were given much less time and resources than Microsoft had been afforded for the previous caucus. When the time came for the app to be used on February 3, eligible users could not download the app, which led to several problems. The consequences of the problematic app led to embarrassment for the Democratic Party, political ridicule by the Republican Party, distrust among democrat voters, and ambiguity and a delay in election results.

Both founded in the mid-2000s as two of China's earliest online video platforms and both emphasizing creative, original content, Youku and Tudou enjoyed popularity among China's young netizens, while constantly battling each other for market leadership. Both firms went public, on the NYSE and Nasdaq respectively. Facing China's hyper-competitive online video market, the twin firms decided to engage in a series of transactions, including a merger of the two, the delisting of Tudou, a major investment from and eventually the acquisition by Alibaba, and the delisting of Youku Tudou and transformation into part of Alibaba. Together with Baidu's iQIYI and Tencent Video, Youku Tudou will continue to shape China's entertainment and media landscape.

Innovations by front-line workers are a significant source of competitive advantage in manufacturing industries. New research shows that when managers send these employees to other plants within the organization on short assignments, the value of their innovations increases.

Leading European manufacturers are adopting circular business models, whereby they identify and collaborate with business-ecosystem partners to achieve environmental benefits while still meeting profit targets. The authors analysis of how 15 large companies are making the transition reveals challenges in aligning incentives and motives among partners, identifying new partners, involving customers, and planning for extended implementation.

As organizations plan for ways to bring remote employees back to the workplace, they should take advantage of the opportunity to rethink how and where work is best done, and how to combine the best aspects of remote and colocated work.

COVID-19 is driving a transformation in the ways we work, accelerating a shift to hybrid virtual and in-person models, and requiring a fundamental change in the skills team leaders need to succeed. Leaders will need to play four roles Conductor, Catalyst, Coach, and Champion as they adapt to managing a hybrid post-pandemic workforce.

China's strong collectivist culture may have helped it to become a manufacturing powerhouse, but the individualistic United States may have an edge in technology-driven innovation.

First-generation blockchain applications are delivering business value by removing friction shared by ecosystem partners, but they complement rather than disrupt existing structures and grow ROI on existing technology. This article describes how early adopters are successfully building collaborative networks, how they are building trust, why private blockchain networks are still dominant, and other lessons from blockchain implementations.

Research shows that people engage in vicarious moral licensing at work, granting themselves leeway to do bad things in light of good deeds performed by close colleagues. Leaders are no exception. Even when leaders inspire good citizenship in their teams, two factors can make them susceptible to unethical behavior: narcissism and close identification with team members.

In 2016, the University of Calgary (U of C) was celebrating its 50th anniversary with a variety of events, such as the Congress of the Humanities and Social Sciences, which brought visiting scholars from across the globe. At the same time, Alberta, ON, had been hit with significant forest fires, and many residents that were evacuated from northern communities had moved into U of C residences. The campus was alive with activity when its information technology (IT) systems were encrypted in a ransomware attack. The university's emergency response team had to act quickly to identify and isolate the root cause of the problem and to decide how to contain it, whether to pay the demanded ransom, and what to tell members of the university and the wider community. The university's response to this threat and its management through the crisis would ultimately shape the IT team and future investment decisions.

Digital collaboration tools are designed to help people work together and learn from one another by facilitating knowledge sharing. But they also provide a window into who knows and does what in the organization. People who collaborate regularly and those who collaborate sporadically have different needs and require different types of tools.

Broadband-X, is a small-sized electronic contract manufacturing company. The company had been using QuickBooks accounting package and Excel sheets to manage its processes. As the company grew, Brian, the owner, noticed that the current model was not capable of efficiently managing the production processes and decided to acquire an enterprise resource planning (ERP) package. Brian tried to implement the system employing its current human resources. However, he realized that ERP implementation required a company-wide change management effort. Brian hired Zayan Preet to champion the ERP implementation project. Preet analyzed the system, conducted interviews to figure out the issues and the priorities, and began working on an implementation strategy and a project plan.

Likened to the discovery of electricity and the introduction of the internet, the arrival of 5G network technology has been met with great enthusiasm and high expectations for its futuristic potential uses. Envisioned 5G-enabled applications include autonomous vehicle fleets; fully immersive, continuous virtual reality; a tactile, sensor-based internet; and billions of peer-to-peer connected Internet-of-Things devices. Despite the hype, a recent survey suggests that most business managers and executives do not understand the technology and its transformative potential nor how to assess its appropriateness for their existing operations. In this article, we explore the potential future applications of 5G, where we are today with the technology, its adoption challenges, and how managers should evaluate investing resources into 5G.

Central to the evolution of a digital business platform is the organization's ability to balance exploration (renewal) and exploitation (refinement) simultaneously. Drawing on prior research including digital platforms, contradictory tensions, and organizational ambidexterity and our own experience investigating digital business platforms in organizations, this article provides insights into how executives can manage this evolution successfully. More specifically, we present a framework recognizing three pairs of organizational capabilities (i.e., identifying-nourishing, expanding-legitimating, and augmenting-embedding) that enable balancing renewal and refinement of the platform over time. We close by providing critical managerial practices that executives can use in anticipating, adjusting, and evaluating the evolution of a digital business platform over time, including its initiation, development, and growth.

Analysts have often compared keeping up with Cybersecurity threats to running on a treadmill that keeps speeding up; the runner cannot move forward and often begins to slide backwards and fall behind. Set in July 2020, this case explores how one of the world's most renowned such cybersecurity "runners", FireEye, implemented AI-based solutions within the organisation to provide improved cybersecurity services to its clients. The case delves into the various strategies implemented by the firm for AI adoption using a specific example tool. FireEye used its conceptual AI framework called the 'Automatibility Spectrum' to determine the appropriate degree of automation for developing different solutions. Additionally, the firm implemented agile practices to build inter-team collaborations, cross-team workflow processes and changes in its organisational structure and culture to promote a mind-set shift towards automation. Tasks that involved decision making would typically incorporate human verification with repetitive tasks being performed by automated algorithms. This Human+AI approach had enabled FireEye to expand and scale its support services. However, cyber attackers were constantly 'upping their game', and rapid technology innovations were creating new threat exposures. The nature of cybersecurity threats and the supporting technical methods were changing rapidly and continuously, and some of the rules and approaches for threat protection and investigation applicable earlier were becoming irrelevant as cyber threats evolved and became more sophisticated over time. Was FireEye's existing approach of Human+AI capable enough to tackle the ever-changing challenges in cybersecurity?

Products and services that rely on machine learning-computer programs that constantly absorb new data and adapt their decisions in response-don't always make ethical or accurate choices. Sometimes they cause investment losses, for instance, or biased hiring or car accidents. And as such offerings proliferate across markets, the companies creating them face major new risks. Executives need to understand and mitigate the technology's potential downside. Machine learning can go wrong in a number of ways. Because the systems make decisions based on probabilities, some errors are always possible. Their environments may evolve in unanticipated ways, creating disconnects between the data they were trained with and the data they're currently fed. And their complexity can make it hard to determine whether or why they made a mistake. A key question executives must answer is whether it's better to allow smart offerings to continuously evolve or to "lock" their algorithms and periodically update them. In addition, every offering will need to be appropriately tested before and after rollout and regularly monitored to make sure it's performing as intended.

Kaleidofin was co-founded in 2017 by Puneet Gupta and Sucharita Mukherjee; former CFO and CEO of IFMR (Institute for Financial Management and Research) Holdings Pvt Ltd. As part of their roles at IFMR, Gupta and Mukherjee focused on designing products and developing technology to push for financial inclusion. In their field interactions, the co-founders had an epiphany of the challenges faced by people while trying to save towards important life goals. They saw an opportunity in the large segment of financially under-served people in India and quit their jobs to start Kaleidofin. Kaleidofin was conceptualised as a digital platform that offers customised financial solutions to help customers meet their life goals. The start-up partnered with mutual fund companies for solutions on one hand and network partners (NGOs, microfinance organizations, cooperative banks) on the other for access to their existing customers. Kaleidofin grew from 50 customers in January 2018 to 15,000 customers by March 2019. Aiming to grow to 1 million customers in the next 30 months Kaleidofin faces a dilemma about its future course. The start-up could continue to grow by expanding its current target segment which is the low-income households and preserve its vision at the risk of increasing costs. The second option would be to look at other potential target segments, such as, middle-income households and risk diluting their vision. The case study highlights the unique customer-centric model of Kaleidofin and the need for start-ups to understand the value proposition of their products/services.

This case explores the accounting treatment of cryptocurrencies that Huobi Technology Holdings Limited (Huobi Technology, stock code: 1611.HK) had classified as intangible assets. Huobi Technology operated a digital asset (cryptocurrency) trading platform and rendered technology solution services in relation to blockchain. Huobi Technology received a loan in both cash and cryptocurrencies from its parent company, Huobi Global Limited. The cryptocurrencies portion of this loan was recognized as intangible assets by Huobi Technology in its statement of financial position. Such accounting classification also had financial implications across statements of profit or loss and other comprehensive income, statement of cash flows, statement of changes in equity, among others. The case seeks to highlight the accounting standards governing recognition of intangible assets. Through the case, students will grapple with the practical questions of how to develop an accounting policy with regard to cryptocurrencies.