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The core challenge in healthcare is not a lack of funding, commitment or individual skill. The key issue that demands disruptive innovation is that healthcare systems are highly fragmented. The author argues that the best solution is for healthcare vendors to engage more actively in the system as value chain partners. Actors across the healthcare value chain need to improve their public perception, and one way to achieve that is to work together in stronger partnerships. He explains why commercial vendors offer key knowledge and appropriate incentives as central actors in these partnerships.

The combination of artificial and human intelligence will not only drive breakthrough discoveries, it will also free employees from mundane work. Already, human creativity and judgment augmented by the computational power of AI has led to breakthroughs in energy generation and storage, drug therapies and space exploration. Next, it could yield solutions to some of humanity's most intractable problems. And what lies beyond could be even more transformative: A convergence of information technology, biotechnology and nanotechnology that promises to overhaul the very definition of what it means to be human.

Although the global cost of natural disasters has increased sharply, traditional sources of funding--governments, nonprofits, and NGOs--have not kept pace. Corporations have taken up the slack, prompting researchers to ask: Does it matter whether the companies pitching in have local ties? And are they and their shareholders benefiting? The resulting studies show that countries with a large share of aid from locally active companies get help more quickly than their counterparts and recover more fully, and that the business impact of donations varies according to firm reputation rather than the amount donated. In particular, if the first donor is well regarded, that company and others that make similar donations stand to gain--but if the first donor has a poor reputation, it and others that follow suit will see a dip in local revenue that can't be explained by the impact of the disaster alone.

Though the research on meditation and mindfulness is almost universally positive, a new study points to a potential downside of being present in the moment: A significant decrease in motivation. Yet, surprisingly, the inspirational dip appeared to have no impact on task performance.

Recommendation engines are an easy way to reach new customers, but marketers may encounter unintended consequences due to the inherent biases in the algorithms.

Faced with mounting challenges and pressure from governments, nongovernmental organizations, investors, and employees to be more aware of the environmental and social impacts of business activities, many companies are attempting to tap into the creativity and entrepreneurial potential of their employees, encouraging them to develop new products, services, or business models that create value for both the company and society.

In this article drawn from his new book, How Behavior Spreads, UPenn professor Damon Centola explains how the thinking about social networks is changing. Recent research reveals that depending on long-established concepts such as "weak ties"and "long bridges"to drive the adoption of new innovations and organizational change can be a prescription for failure.

Scholars have argued for years that high levels of diversification harm company performance and value creation. But multi-business companies can do quite well. Those that thrive tend to do three things: They limit the number of business models in their portfolio and support them with a cohesive operating model. They tailor the corporate parenting strategy to the needs of individual business units. And they allocate resources according to the role played by each business unit.

While most organizations still rely on traditional methods such as räsumä screenings, job interviews, and psychometric tests to find the right people and match them with the right roles, three new approaches to talent identification are quickly gaining traction. Gamified assessments, digital interviews, and candidate data mining have the potential to make hiring more precise and less biased, as long as they're used responsibly.

Leaders and managers must inevitably consult the analysis, advice, and research of people whose expertise exceeds their own in a variety of domains. Getting the most from that perspective means understanding precisely how to question the experts'wisdom, no matter what form it takes. Eight specific lessons can help leaders and managers use others'expertise to the greatest possible advantage in everyday business decisions.

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.