Leadership

Putting data and analytics to work hasn’t just helped Ford more competitive — it has transformed the company’s processes.

Preparing for the platform-business revolution; how to optimize distribution networks with big data.

Operational excellence requires cultivating an expectation for continuous improvement in all employees.

Managers today expect computing technology to augment rather than replace the work of humans.

Digital tools can reshape the relationship between organizations and retiring employees.

It can be difficult for finance professionals to transition to broader leadership roles.

Some reconnections are more beneficial than others. The challenge is selecting the best ones.

Businesses are averting disruption by beating their new competition, joining them, or waiting them out.

Companies looking to social media for guidance in decision making should be wary of the “filter bubble” effect.

Digital technology is changing modern business — and many executives are waiting too long to embrace those changes.

A poll of Fortune 1000 executives shows that obtaining insights rapidly is the true value of Big Data.

The Winter 2016 issue of MIT SMR explores how transparency effects the power structure.

The problem of the domineering corporate headquarters resonates with executives of multinationals.

By tweeting, CEOs have an opportunity to initiate and influence online conversations.

How can companies adapt themselves to the demands of super-transparency?

Companies aiming to be competitive in the long term do not see safety and productivity as trade-offs.

Organizations need maturity around analytics, including a better distinction between what “could” and what “should” be done.

Email archive data presents patterns that managers can use to improve organizational performance.

An online questionnaire helps assess how well a company’s supply chain and sales operations are integrated.

The Aspen Institute’s Business and Society Program develops business leaders for a sustainable society.