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In dynamic environments, understanding when and how to change is the essence of strategy. The most successful businesses today are those that identify when and how to change to improve strategic advantage. Tools that can help business leaders spot the opportunities and challenges that exist or are emerging in their company's specific context are now more relevant than the traditional strategy frameworks of the past.

Data accessibility has emerged as a challenge in taking AI out of the lab and into the business. Although it is often treated as an IT problem, in reality it is a management problem aggravated by misconceptions about the nature and the role of data accessibility in AI.

Leaders must identify the causes of collaborative failure in their organizations and teams before they can mitigate consequences such as poor productivity, stifled innovation, overload, and burnout. This article describes six patterns of dysfunction (revealed through organizational network analysis), a number of the drivers that create them, and a set of remedies for addressing them.

A hidden driver of workplace loneliness is teamwork and it is not just because people are teaming virtually more than ever. Loneliness can be triggered by the structural aspects of teams, even when people work face-to-face. But leaders can address the problem by thinking more systematically about team design.

You might assume that shifting from in-person to remote brainstorming and ideation sessions is taking a large toll on teams creativity, given the loss of face-to-face, spontaneous connections and interactions. But collaborating virtually actually has the potential to improve group creativity and ideation. Here's how you can maximize the upside.

The LiveRamp in 2020 case follows the story of Anneka Gupta as she rises from one of LiveRamp's first product managers to president and head of products and platforms, responsible for overseeing the company's product, engineering, marketing, and general and administrative functions.

Intartic, an Indian mobile accessories manufacturer was incorporated in 2015 by two ex-colleagues from Nokia who sought to explore the mobile phone accessory market in India, building initially on designs, parts and components imported from China. The case traces the evolution of Intartic and the various challenges it faces as it transitions from the mobile accessories business to the IoT-based safety wearables business. The case involves the study of technology management processes followed within the company and the imminent decision on the organizational and structural changes amid the changing business contexts and aspiration of the company. Starting by outlining the overall environment of the mobile accessories industry in India, the case introduces readers to the events leading to organizational change and transformation in ownership of assets by the corporate leadership. The case captures the transition of Intartic, from a commoditized mobile accessories manufacturer to a technologically challenging space of IoT-based safety wearables market. It also essays Intartic's vision to segue into the service business of developing software IP for a connected ecosystem across wearables, connected homes and automobiles, along with the challenges that it is likely to face in its transition and its potential solutions. This transition provides scope for learning various aspects of organizational development such as building organizational and technology capability, creating processes, managing portfolio of varied product development projects, and also educates readers about the evolving investor ecosystem.

Business leaders who intend to address racial equity in their organizations need strategies that are systemic, race-explicit, and outcome-oriented. Using a data-driven racial equity framework can help. This begins with collecting, disaggregating, and analyzing data related to race and ethnicity in order to identify racial disparities in workforce outcomes.

Yueting Network Technology Company Ltd. (Airparking) was founded in Guangzhou in 2015 by a pair of former managers from a large, state-owned real estate company to solve a common problem in Chinese metropolitan cities: a severe lack of parking space. Airparking's business model, based on the sharing economy concept, allowed the company not only to optimize the distribution of parking spaces but also to increase the operational efficiency of parking lots through digital technologies and solutions. As the company grew, the founders pivoted their business model by spinning off an asset-management branch focused on financializing their digital technologies and parking facility management capabilities. By 2019, Airparking was a relatively mature regional start-up, and the co-founders were looking forward to future growth and looking for ways to scale both the Airparking platform and the related asset operation platform. Their dream was a ¥10 billion valuation for each.

The COVID-19 pandemic disrupted global supply chains but also drove experiments in local self-sufficiency. Self-sufficient production has proved to be an important source of essential equipment, parts, and supplies, filling the gap between do-it-yourself initiatives and mass manufacturing. As digital fabrication technologies get better, faster, and cheaper, there is the potential for widely distributed access to modern means of production.

The conditions that exist during a crisis, including a sense of urgency, a focus on fewer priorities, and more latitude for experimentation, make it easier for organizations to innovate. Leaders can build and sustain a more innovative culture by fostering similar conditions even in the absence of a crisis.

As the technologies behind recommendation engines become more powerful, the advice and choices they produce could transform the customer and employee experience. Companies are already using recommenders to drive revenue, augment work, and develop human capital. But if the technology is to reach its full potential, companies will need to address sensitive issues around trust and privacy.

Recent advances in digital technology and the shift to digital activity accelerated by COVID-19 make digital mastery more essential than ever. In this article, Didier Bonnet of IMD and George Westerman of MIT's Sloan School reappraise the elements of digital capability and identify where the opportunities lie for gaining competitive advantage in customer experience, internal operations, employee experience, and business model innovation, as well as the digital platforms needed to access them.

New research shows that relatively few employees consistently share their thoughts and opinions on issues outside the scope of their jobs with their managers. This is a problem because employee voice the willingness to speak up to managers about a multitude of issues and opportunities for improvement offers many benefits for both companies and their workers. Here are ways to encourage this behavior.

The pandemic showcases a need to make slow-moving supply chains nimbler. By using data and collaborating with partners on scenario planning, companies can develop more responsive and flexible supply chains so they can identify risks and ways to mitigate them and pinpoint alternative suppliers more quickly.

Digital transformation is one of the key challenges facing contemporary businesses. The need to leverage digital technology to develop and implement new business models forces firms to reevaluate existing capabilities, structures, and culture in order to identify what technologies are relevant and how they will be enacted in organizational processes and business offerings. More often than not, these profound changes require firms to revisit old truths as they develop strategies that thread the needle between beneficial innovation and harmful disruption. This article uses the Internet of Things (IoT) as a backdrop to demonstrate the concerns associated with transformative technologies and offers five recommendations as to how firms can develop the strategies needed for digital transformation and become digitally conscious: (1) Start small and build on firsthand benefits; (2) team up and create competitive advantage from brand recognition; (3) engage in standardization efforts; (4) take responsibility for data ownership and ethics; and (5) own the change and ensure organization-wide commitment. As such, this article shows that digital transformation should be a top management priority and a defining trait of corporate business strategy, and that by becoming digitally conscious, firms may get a head start on their transformation journey.

The blizzard of regulatory action swirling around Big Tech platforms is producing outcomes that will affect many other companies across industries that have adopted or are considering adopting platform business models. Yet, few platform operators and owners have fully considered the growing regulatory risk and how it could derail their businesses. Here are the internal and external responses they should be considering now.

Leaders subconscious values influence how much risk they are willing to tolerate and how open they are to pursuing innovation and thus how they make decisions and achieve their goals. These subconscious values shape strategies and tactics by directing leaders focus and influencing how plans are made and implemented. Understanding and acknowledging these biases in themselves and others can help leaders stay aligned with organizational strategy.

Leaders and the teams they manage are experimenting with new ways of working. They are pivoting the axes of work for both place and time, designing hybrid ways of collaborating that have few precedents. To build for the short and long terms, leaders must understand the upsides and downsides of these place and time options. They also must align them to enhance the essentials of productive work: energy, focus, coordination, and cooperation.

Goldman Sachs runs an annual internship for over 3,000 participants, spread across dozens of the firm's global offices. In 2020, the team brought all its resources to bear to transform the internship program into a fully virtual format in just a few short weeks. The new all-virtual internship faced challenges, but also benefited from unexpected opportunities. As the program ended, the team reflected on what worked, what they would change, and what the future of the internship program at Goldman Sachs could look like in 2021 and beyond.