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6 Digital Trends Are Poised to Transform How We Work - SPONSOR CONTENT FROM DXC TECHNOLOGY

Harvard Business

Artificial intelligence (AI) is already in use throughout the web and increasingly within the enterprise, handling everything from initial call screening for sales prospects to scheduling. How to Become a Digital Enterprise. Workers will always look for tools, processes, and approaches to improve efficiency and productivity.

Trends 31
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Please Don’t Hire a Chief Artificial Intelligence Officer

Harvard Business

Companies such as Google, Facebook, and Amazon aren’t just employing AI, but have made it a central part of their core intellectual property. As the market has matured, AI is beginning to move into enterprises that will use it but not develop it on their own. I have spent my entire professional life working in the field.

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A Dedicated Team of Problem Solvers Can Help Big Companies Act Like Lean Startups

Harvard Business

In fact, it has set up a specific unit – Experian DataLabs — to actively seek out unresolved problems its customers are having and use them as a launchpad to seek out new opportunities and create new products. This is what is known in the lean startup world as a minimum viable product.

Company 28
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FTI Consulting Interviews and Culture

Management Consulted

Intellectual property. They aim to help companies protect enterprise value. Intellectual Property. Intellectual Property. Financial & Enterprise Data Analytics. Retail & Consumer Products. In this way, cross office politics can affect morale and productivity. Real Estate.

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You Don’t Need to Be a Silicon Valley Startup to Have a Network-Based Strategy

Harvard Business

They grow faster, make more money, and are more valued than companies organized around products and services. A production process turns inputs into outputs and distributes them through a tightly controlled supply chain. Value is in the products and services themselves. Think of E as Enterprise Value.

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Research: Self-Disruption Can Hurt the Companies That Need It the Most

Harvard Business

their production capacity, which obviously varied considerably) and the competitive intensity of their markets (which ranged from perfect competition to near monopoly, because of regulatory differences between states). Companies in Quadrant 1, on the other hand, are not well positioned.

Company 28
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How CEOs Can Make Smart Strategic Trade-Offs

Harvard Business

On one hand, pure cost-based strategies are now rarely viable because the forces of automated production, mass customization, global supply chains, direct channels, networked devices, etc., Today, this tension is perilous for CEOs. Focusing on one at the expense of the other is no longer a choice. Leadership is changing — fast.