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If we think big enough, smart buildings can play a key role in helping us figure out what work will look like in the coming months and years. They should promote productive collaboration; improve virtual as well as physical work; yield data that's visible to employees, not just their bosses, for coaching and development; and help us apply lessons we learn about effective work over time.

The United States has had many problems coping with the coronavirus. A critical and underappreciated problem is bad data: Without good data, planners can't plan, epidemiologists can't model, policy makers can't make policy, and citizens don't trust what they're told. The U.S. needs a robust program, with professional management of the data supply chain, to develop trustworthy data about pandemics and other public health crises.

Modernization has changed the way economies are exposed to, respond to, and are affected by disasters. Changes to the drivers of economic growth, particularly the move to a knowledge-based economy, should make us more resilient and limit the long-term effects of COVID-19.

Companies are concerned about finding new sources of revenue and cutting costs to stay afloat during the COVID-19 crisis. But those aren't the only risks they need to manage. They must also consider the impact of their activities on their myriad stakeholders. Those that don't pay attention to corporate social responsibility may end up hurting their performance, their reputation, or both.

To drive growth in digital ecosystems, companies need to develop two partnering capabilities: digital readiness and curation. Digital readiness requires that ecosystem value is distinctive and that partners are digitally organized and connected via technology such as APIs. Curation requires that ecosystem partners share joint goals, benefits, and information. Both capabilities are positively correlated with higher ecosystem market share and higher revenues.

This case examines the business model and growth of a start-up company in the private aviation industry. In June 2020, amidst the COVID crisis, the company's co-founder and CEO must make a decision regarding an order of new jets that will significantly expand the company's fleet. The case will explore how a company should approach such strategic capacity expansions given significant uncertainty in demand. This can be tied to a broader discussion of the company's overall growth strategy and the scalability of its business model and operating system.

In February 2014, Global 3PL, one of the largest logistics companies in the world, announced an ambitious expansion strategy. In accordance with that plan, the company struck an agreement in 2017 with TradeIX Limited (TradeIX) to optimize its working capital management. TradeIX was a start-up based in Dublin, Ireland that offered blockchain technology solutions to help companies manage trade finance more efficiently, especially in the area of accounts receivable. However, the potential for improvement in the realm of trade finance was heavily restricted by a complex network of suppliers and an organizational structure of silos for data flow. Global 3PL was therefore working on a pilot project with TradeIX, using its Marco Polo platform, to connect with insurance and banking services through a secure network. The process enabled full transparency of all financing transactions in the accounts receivable process. Despite the success of the pilot project, the efficiency of the Marco Polo platform had to be assessed on a technological and strategic level. Determining if the platform could prove to be a long-term sustainable solution for full operation across Global 3PL's global trade finance system landscape was critical.

Leading through difficult times requires agility to leverage, not react to, the turbulence around you. Here's what that means for managing your team, your network, and yourself.

In late 2019, the chief people officer at World Vision Canada was feeling overwhelmed. Eighteen months earlier, she had exited her intense and successful career in the private sector to join World Vision Canada, a leading international development charity. While she embraced the organization's mission-driven ethos of collaboration and collegiality, it had led to an excess of meetings. In just the past week, she had attended more than 100 meetings. Was it time to resurrect the organization's previous attempts to address its meeting culture? What roadblocks had prevented the success of those previous attempts? How could the chief people officer continue to be an advocate for a culture of collaboration and inclusivity while also ensuring a change to the meeting culture?

The diffusion of digital technologies has enabled a notable transformation in the firms' boundaries, processes, structures, roles, and interactions. It is now clear that digital transformation is not just a traditional IT back-end process; rather it affects the organization as a whole, redefining strategies, entrepreneurial processes, innovation, and governance mechanisms. This permeation has led to the emergence of new ways of organizing firms' value chains and interfirm relationships, which now increasingly occur in digital ecosystems and marketplaces. The scope of transformation as well as the modalities of value co-generation and delivery are here used to introduce the content of this Special Issue of California Management Review on Digital Transformation.

Organizations may soon start monitoring employees whereabouts and behavior more closely than ever, using surveillance tools such as apps, sensors, and algorithms that scrape and analyze the data people produce as they work. With the help of artificial intelligence, this data can be translated into real-time diagnostics that gauge people's health and risk levels. That may sound creepy, but there are ethical ways to use AI to promote safety on the job.

Commonwealth Shakespeare Company (CSC) is a performing arts non-profit organization founded in 1996. It has a strong and presumably loyal following for its annual outdoor production of Shakespeare, called Free Shakespeare on the Common. However, it has limited data to prove this and to cross-promote its other for-fee services. The data it has is held in various databases. Further its analytics and marketing resources are limited. Meanwhile, pressure on the live performing arts industry continues to mount as digital entertainment options grow. Recognizing the disruption that is underway, CSC begins to explore virtual reality's potential and influence on the performing arts. In 2017, while consulting for a team at Google, CSC's founder and a team at Google determined it would be valuable for all parties to produce and release a virtual reality version of Hamlet. With the support of Google and a few major donors, the Hamlet 360: Thy Father's Spirit project was released in January 2019. The case centers on CSC's struggle to meet immediate responsibilities while exploring new digital models and their potential value to and influence on the performing arts. The case is designed for classroom discussion but is also well-suited to student projects related to digital transformation, mobile app design, and more.

The conventional view of disruptive innovation as a series of cumulative advances that results in a new value proposition is incomplete. It does not account for the uncertainties surrounding an invention’s technology, ecosystem, and business model. To factor those in and understand the trajectory and impact of a disruptive value proposition, innovators must ask themselves five critical questions.

In March 2020, Manav Kamboj, CTO of PropertyGuru, an online property platform, wondered what it would take for his firm to become a one-stop solution-shop for property seekers in the home buying process. His company had just launched a new application - PropertyGuru Finance which could enable seekers to search for a home loan entirely online. The solution had taken Kamboj and his team one step closer to achieving the organisation's vision - enabling completely online property transactions by 2025. PropertyGuru had implemented several AI-based solutions to transform its platform from a property-search to a property-trust platform. The goal was to become the customer's trusted friend, philosopher and guide in the home buying process. The transformation had seen the implementation of several useful analytics tools and AI applications that had helped property seekers, sellers and agents make informed decisions in buying and selling properties. It had also propelled the company to become Asia's leading online property platform providing users a choice of over 2.7 million homes and the preferred destination of more than 24 million property seekers per month. To attain its vision of enabling fully digital property transactions, however, the company would need to think outside the box and rely on its old friend - technology, to design new solutions to enable online property transactions. How could PropertyGuru become an end-to-end property solution platform? What emerging trends in real estate could the company explore? Would it need to bundle all its proposed applications, or could it offer the additional offerings as standalone services? Could AI open more doors for the company?

People tend to think the biggest innovation challenge is finding great ideas. But many great ideas die when entrepreneurs fail to persuade others of their potential. Indeed, the more novel the idea, the harder it is to get resources for it.

Product platforming-using technology subsystems or components that are shared within and across product lines-is a proven way to increase the effectiveness of innovation processes in established companies and startups alike. Yet, embracing the product platforming strategy turns out to be difficult in practice, particularly within the context of global, diversified companies. In this article, we examine the strategies and challenges of implementing product platforms across multiple business segments and multiple geographies. Using the experience of global LED industry leader Signify, we explore the challenges of global platforming and the technological, organizational, management process transformations needed for success. We also examine how platforming strategies change as manufacturers enter the world of connected things.

There has been a lively debate following the 2007 financial crisis regarding the role of joint audits. Prior research argues that joint audits may improve audit quality because of shared audit efforts. However, empirical evidence has been inconclusive. To gain insight into how Big 4 audit firm imprimaturs have become a source of legitimacy in the audit industry, this article investigates how audit networks drive the audit industry in Saudi Arabia. Based on the application of quantitative and qualitative research methods, we conclude that the Big 4 audit firms have strong mutual ties, but ties with other local and international audit firms are weak. We also find the oligopolistic nature of the Big 4 audit firms and international audit firms. Specifically, Ernst & Young, KPMG, PwC, and PKF are controlling over 68% of the audit market. Interviews with accounting professionals suggest that several benefits of joint audits exist, but certain additional costs are also implicated. Our findings are particularly relevant for regulators and local and international policymakers in rethinking and evaluating the appropriateness of either the mandatory or voluntary nature of joint audits in developing countries.

Job seekers would like guidance on how to find a job with a firm whose values reinforce their own, a place that would be a good personal fit. At the same time, because of legal compliance requirements, it is crucial that employers find employees that fit the company's value system so that the company can maintain an effective ethics and compliance program. This article looks at the legal, regulatory structure in both the U.S. and E.U. with an emphasis on reflexive corporate governance. It also reports the findings of a survey of E.U. and U.S. executives with a reputation for nurturing ethical business culture to discover what virtues and factors are most important and, thus, something a job seeker might look for in finding a strong, ethical company. Finally, the article raises the cognitive issues of the importance for job seekers to examine their own psychological biases so they are evaluating a position based on what really fits their values.

Organizations increasingly introduce wearable devices, hoping to improve organizational performance. Wearables provide new and unique opportunities for engaging employees with their work and their organizational environment. The performance-related feedback these devices provide is supposed to help both employees and managers navigate the work environment more effectively. Despite the compelling benefits of wearables, they may prove to be detrimental to organizational performance unless a number of ethical issues are addressed. This article provides an overview of the benefits that certain wearable technologies can provide employees and managers, as well as the challenges they may create for organizations.