MIT Sloan Center for Information Systems Research (CISR)

Abstract:
MIT CISR research suggests that digital business transformations may be beginning to stall. In 2020, companies reported their transformations were 50 percent complete; but in 2022, transformations had progressed only to 55 percent complete. …

Abstract:MIT CISR research suggests that digital business transformations may be beginning to stall. In 2020, companies reported their transformations were 50 percent complete; but in 2022, transformations had progressed only to 55 percent complete. O…

Abstract:A digital company is designed, not structured. This is an important distinction because great design involves constant tinkering. Structuring and restructuring do not provide sufficient adaptability to evolving customer needs and digital capa…

Abstract:
“Companies can create new types of value in the digital era. In our research, we identified three types of value from digital business: value from operations, value from customers, and value from ecosystems. All three types of value were sig…

Abstract:
“Performance improvements from digital business transformations require companies to deal with four types of disruptive organizational changes, which we call “explosions:” For these explosions to create—rather than destroy—value, they need t…

Abstract:
“Companies can realize more strategic value faster from digital innovations when the company builds a continuously learning organization. In such an environment, teams take an iterative, test-and-learn approach, learning what it takes to bui…

Abstract:
“Data monetization is the generation of financial returns from data assets. Data monetization strategies include some combination of three moneymaking approaches: (1) improving core business processes using data—making money from doing thing…

Abstract:
“A liquid data asset is a cohesive set of data that a company has made accurate, available, combinable, relevant, secure, and readily usable for future value creation. Highly liquid data assets help companies exploit their dynamic capabiliti…

Abstract:
Employee experience is the extent to which employees of an organization are enabled or constrained by its adaptive work environment and collective work habits to do their jobs today and reimagine their jobs of tomorrow. Employee experience c…

Abstract:Large organizations partner with xTechs to supercharge their digital transformation. This is a symbiotic relationship: an xTech brings speed, innovation, and lower cost because xTechs don’t face the process, scale, and governance burdens of l…

Abstract:
“In selecting the right business model, business leaders have four distinct options to choose from—alone or in combination—each with associated capabilities and relationships. Business design, the horizontal axis of the 2×2, has value chain …

Abstract:
“To become future ready, a company must transform on two dimensions: customer experience and operational efficiency. Moving up the vertical axis of the 2×2 increases the customer experience, measured by NPS or similar metrics. Moving right a…