Insights from organizations that are navigating the novel challenges of the digital workplace. How can technology and analytics help companies manage people? Why do teams working remotely still need leaders? When should organizations use digital assessment tools for gauging talent and potential? This book from MIT Sloan Management Review answers questions managers are only beginning to ask, presenting insights and stories from organizations navigating the novel challenges of the digital workplace. Experts from business and academia describe what's worked, what's failed, and what they've learned in the new world of work. They look at strategies that organizations use to help managers and employees adapt to the fast-changing digital environment, from the benefits of wool-gathering to the use of anonymous chats; examine digital tools for collaboration, including interactive spreadsheets and analytics that increase transparency; and discuss such “big-picture” trends as expanded notions of value and new frontiers in upskilling. A detailed case study, produced by MIT Sloan Management Review in collaboration with McKinsey & Company, explores how IBM reimagined talent and performance management with the goal of increasing employee engagement. Contributors Steve Berez, Ethan Bernstein, Josh Bersin, Matthew Bidwell, Ryan Bonnici, Tomas Chamorro-Premuzic, Rob Cross, Chris DeBrusk, Federica De Stefano, Thomas H. Davenport, Angela Duckworth, Ken Favaro, Lynda Gratton, Peter Gray, Lindred Greer, John Hagel III, Manish Jhunjhunwala, David Kiron, Frieda Klotz,, David Lazer, Massimo Magni, Likoebe Maruping, Kelly Monahan, Will Poindexter, Reb Rebele, Adam Roseman, Michael Schrage, Jeff Schwartz, Jesse Shore, Brian SolisBarbara Spindel, Anna A. Tavis, Adam Waytz,, David Waller, Maggie Wooll
This book had its start when Douglas A. Sloan and the late Ralph Davies first decided to share our firm's experience in mine manage ment consulting assignments by using this experience as the basis for a mine management and productivity course. Over the years with more and more assignments, the course text notes were continuously updated and improved. However, the notes only reached the relatively few persons in the mining industry who attended each year's courses. The purpose of this book is to make this experience and knowledge available to everyone who has an interest in systematic mine management. The book is based on nearly 500 mine management consulting assignments which over the years were carried out by too many consultants to begin to mention names. However, some of the international experts whose work was used or who directly contrib uted must be mentioned. First would be Col. 1. F. Urwick whose books, articles and personal guidance of the author have had a general influence on the whole book and a specific influence on the Organization chapter. Others are John Humble whose work in developing Management by Objectives (MBO) is reflected in that chapter and Patrick H. Irwin for his work in Corporate Planning, which he has written of in that chapter.
Teachers for a New Era (TNE) is one of the latest efforts aimed at teacher education reform. Eleven institutions participate in TNE, which emphasizes evidence-based decisionmaking, collaboration between education and arts and sciences faculty, and teaching as an academically taught clinical-practice profession. The authors studied the 11 TNE sites to examine the process by which reform will result in highly qualified teachers capable of producing improvements in student learning.
Experts offer strategies for managing people in technocentric times. In these technocentric times, it is more important than ever to manage people well. Companies—employees and managers—may feel overwhelmed by the never-ending disruptions caused by new technologies. This volume in the Digital Future of Management series shows why we should step back, take stock, and seize just a bit more control over how our world is evolving. In Why Humans Matter More Than Ever, management experts from both industry and academia offer strategies for managing people in our brave new digital world. The contributors explain how new technologies, even the most sophisticated artificial intelligence agents, depend on human collaboration. Companies need to develop rules, principles, and clear ethical guidelines that structure smart object–human interactions. Moreover, in a world filled with technology distractions, we must learn to how to manage our most valuable personal resource: our attention. Leaders need to step up to prepare their organizations for the evolution of work, showing them how to adapt, be more collaborative, and learn new skills. As virtual collaborations take place across professions, locations, and industries, we must adopt the best practices in virtual communication. Finally, going beyond empathy and curiosity, leaders should be self-aware enough to remind themselves of what they may be missing—even the best managers don't know everything. Contributors Lynne Andersson, Robert D. Austin, Catherine Bailey, Kathryn M. Bartol, Daniel Han Ming Chng, Chris DeBrusk, Arati Deo, Kishore Durg, Lauren Eskreis-Winkler, Mallika Fernandes, Ayelet Fishbach, Fritz Fleischmann, Kristen Getchell, Bhaskar Ghosh, Brad Gilbreath, Rob Gleasure, Sergey Gorbatov, Lynda Gratton, N. Sharon Hill, Beth Humberd, Bala Iyer, Tae-Yeol Kim, Frieda Klotz, Angela Lane, Scott Latham, Thomas W. Malone, Daniel McDuff, Alain Pinsonneault, Yasser Rahrovani, Fabrizio Salvador, Amanda Shantz, Antti Tenhiälä, Jan vom Brocke, Eoin Whelan
Advice on how companies can succeed in the new digital business environment. The most important skills a leader needs to succeed in a digital environment are not technical in nature but managerial—strategic vision, forward-looking perspective, change-oriented mindset. A company's digital transformation does not involve abandoning widget-making for app developing or pursuing “disruption” at the cost of stability. Rather, it is about adopting business processes and practices that position organizations to compete effectively in the digital environment. More important than technology implementation are strategy, talent management, organizational structure, and leadership aligned for the digital world. How to Go Digital offers advice from management experts on how to steer your company into the digital future. The book will put you on the right strategic path, with articles from MIT Sloan Management Review on developing a digital strategy, reframing growth for a digital world, monetizing data, and generating sustainable value from social media. Talent acquisition and retention are addressed, with articles on HR analytics, data translators, and enabling employees to become brand ambassadors outside of the office. Operational makeovers are discussed in terms of sales, services, new technologies, and innovation. Contributors Allan Alter, Stephen J. Andriole, Bart Baesens, Gloria Barczak, Cynthia M. Beath, Alpheus Bingham, Didier Bonnet, Chris Brady, Joseph Byrum, Marina Candi, Manuel Cebrian, Marie-Cécile Cervellon, Simon Chadwick, Sophie De Winne, Mike Forde, Gerald C. Kane, Rahul Kapoor, David Kiron, Thomas Klueter, Mary C. Lacity, Rikard Lindgren, Pamela Lirio, Tucker J. Marion, Lars Mathiassen, Pete Maulik, Paul Michelman, Narendra Mulani, Pierre Nanterme, Doug Palmer, Alex “Sandy” Pentland, Anh Nguyen Phillips, Frank T. Piller, Iyad Rahwan, Deborah L. Roberts, Jeanne W. Ross, Ina M. Sebastian, Luc Sels, James E. Short, Fredrik Svahn, Steve Todd, Leslie P. Willcocks, H. James Wilson, Barbara H. Wixom
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