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Four new business insights from MIT Sloan Management Review


For nearly 60 years, executives have turned to MIT Sloan Management Review for critical insights into management practice, especially those driven by technology. Here’s some of the latest of the magazine’s writing by MIT Sloan faculty and researchers.

Does your supply chain risk management strategy hold water?

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Materials like platinum are considered “highly valuable, subject to price volatility, and worthy of careful management.” And they are treated as such. “The same isn’t true of water — but it should be,” writes Alexis Bateman, director of the MIT Responsible Supply Chain Lab. Some corporations, like Unilever, have seen success in reducing their reliance on water, which is expected to impact businesses negatively in the coming years. But that isn’t enough to ensure stability, Bateman writes.


What executives get wrong about cybersecurity

Available with free “MIT Sloan Management Review” account 

Evaluating cybersecurity, MIT Sloan information technology Professor Stuart Madnick rates industries from poor to terrible. As hacking becomes more sophisticated and professional, nobody is ready for the ongoing attacks on infrastructure, finance, and confidential records. In an interview, Madnick explains how building a culture of safety and “addressing the people issues in cybersecurity” can get you on the right path.

How to develop a great digital strategy

Available with free “MIT Sloan Management Review”

account Pursue a customer engagement strategy. Or pursue a digitized solutions strategy. Don’t try to do both. That’s the takeaway from a new report from the MIT Center for Information Systems Research and Boston Consulting Group, based on interviews with more than 70 senior business executives. Here, the center’s principal research scientist, Jeanne Ross, explains the two strategies and how, if used properly, one will beget the other and make it hard for competitors to replicate your success.

‘Moneyball’ for professors?

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“How can we use information about an employee’s current performance to predict future performance?” Human resource departments are using predictive analytics to answer this questions in a variety of industries, but not in academia, where the field of predictive analytics was born. The authors show how a new model they created may top tenure committees in predicting which scholars will have better future research records. By MIT Sloan Professor Erik Brynjolfsson, director of the MIT Initiative on the Digital Economy, and MIT Sloan Lecturer John Silberholz.

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