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The Key to Agile Success? Focus on Outcomes, not Metrics - SPONSOR CONTENT FROM CA TECHNOLOGIES

harvardbusiness.org 21 June 2018
To be truly competitive in the digital economy, you must be built to change. Companies across the globe are faced with new competitive threats, changing market dynamics, new technology disruption and evolving customer needs, and the pressure is on for companies to be able to sense and respond to those changes and deliver better products and services to customers, faster.
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How Marketers Can Connect Profit and Purpose

harvardbusiness.org 18 June 2018
It takes time for a big idea to make its way into business practice. Six years ago, Harvard’s Michael Porter and FSG’s Mark Kramer made the bold statement that shared value — the idea that the purpose of a company is to achieve both shareholder profit and social purpose — would “reinvent capitalism.” They encouraged companies to go beyond CSR (corporate social responsibility) and integrate social impact into companies’ competitive strategy. And in 2011, Nathaniel Foote and Russ Eisenstat proposed a “better way to manage in the 21st century.” They found “higher-ambition” leaders achieved superior performance by doing well and doing good.
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How Mergers Change the Way Your Company Competes

harvardbusiness.org 12 June 2018
jun18-12-867110796-Jorg-GreuelJorg Greuel/Getty Images M&A and partnership deals are at an all-time high. But what about competition? The U.S. Department of Justice (DOJ) wants to know too. It is reviewing or arguing this question in court for a slew of proposed mergers - AT&T-Time Warner, T-Mobile-Sprint, CVS-Aetna, and Express Scripts-Cigna, to name a few. A court decision on the AT&T-Time Warner deal is due out soon, and it will likely affect the prospects for many other cases. Traditionally, antitrust regulation has looked for whether a merger increased or decreased competition in a particular market. Stated in this way, competition sounds like something you can measure, like mass or volume - there can be a lot or a little of it, or too much or too little. Insight Center * Competing in the Future Sponsored by Accenture StrategyHow to make your company more nimble and responsive. Sometimes this model fits reality. In the case of Baker Hughes and Halliburton's planne
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Bill Clinton and James Patterson on Collaboration and Cybersecurity

harvardbusiness.org 5 June 2018
Former U.S. President Bill Clinton and author James Patterson discuss their new novel, The President is Missing, in which a fictional president fights a cybersecurity attack amid intense political dysfunction.
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New Technologies Won't Reduce Scarcity, but Here's Something That Might

harvardbusiness.org 1 June 2018
In a book titled Why Can’t We All Just Get Along?, MIT scientists Henry Lieberman and Christopher Fry discuss why we have wars, mass poverty, and other social ills. They argue that we cannot cooperate with each other to solve our major problems because our institutions and businesses are saturated with a competitive spirit. But Lieberman and Fry have some good news: modern technology can address the root of the problem. They believe that we compete when there is scarcity, and that recent technological advances, such as 3D printing and artificial intelligence, will end widespread scarcity. Thus, a post-scarcity world, premised on cooperation, would emerge.
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How Companies, Governments, and Nonprofits Can Create Social Change Together

harvardbusiness.org 31 May 2018
Profit and purpose are converging. Over 80% of millennials report that making a positive difference in the world is more important to them than professional recognition. They no longer believe the primary purpose of business should be to make profit, but rather to create social value. On the investor side, more and more shareholders demand tracking and reporting of both positive and negative externalities, compelling some of the largest corporations on earth into action.
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When Customers Are - and Aren't - OK with Personalized Prices

harvardbusiness.org 31 May 2018
There’s a lot of buzz around price differentiation these days, especially with the spotlight on AI and big data. Machine learning makes it much easier to customize the marketing of products and services – and that includes the price.
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A Study of NASA Scientists Shows How to Overcome Barriers to Open Innovation

harvardbusiness.org 30 May 2018
Open innovation processes promise to enhance creative output, yet we have heard little about successful launches of new technologies, products, or services arising from these approaches. Certainly, crowdsourcing platforms (among other open innovation methods) have yielded striking solutions to hard scientific and technological problems-prominent examples being the Netflix predictive recommendation algorithm and the approach to reducing the weight of  GE jet engine brackets. But most R&D organizations are still struggling to reap the very real rewards of open innovation.
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Google's AI Assistant Is a Reminder that Privacy and Security Are Not the Same

harvardbusiness.org 30 May 2018
Earlier this month, Google unveiled remarkable new capabilities for its automated assistant. They’re based on Google’s growing expertise in artificial intelligence (AI).
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How AI Helped One Retailer Reach New Customers

harvardbusiness.org 28 May 2018
When Naomi Simson founded RedBalloon, an online gift retailer that sells personal experiences, she was pioneering the category in Australia. With a $25,000 personal investment and a small office in her home, she began aggregating sales leads and aggressively acquiring customers through very traditional marketing means - like yellow page advertisements. It was 2001, and  online advertising was at its nascent stage. Internet Explorer was the leading Internet browser and Google AdWords had only just recently launched.
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How AI Is Making Prediction Cheaper

harvardbusiness.org 22 May 2018
Avi Goldfarb, a professor at the University of Toronto’s Rotman School of Management, explains the economics of machine learning, a branch of artificial intelligence that makes predictions.
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Tomorrow's Factories Will Need Better Processes, Not Just Better Robots

harvardbusiness.org 11 May 2018
When people think of the automotive Factory of the Future, the first word that comes to mind is automation. They think of the “lights-out” factory that General Motors Chief Executive Roger Smith fantasized about in 1982 and Elon Musk talks about building today—plants so dominated by robots and machines that they don’t need lights to work.
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Technical Experts Need to Get Better at Telling Stories

harvardbusiness.org 13 April 2018
“If only we could tell our stories better,” is a refrain I hear often from people I work with in the science and technology community. And I understand why. In my experience, startup and technical business leaders don’t tell their innovation stories well. This is a huge missed opportunity. When you’re doing good work, you want people to know about it. So whether you’re drafting website copy, a marketing brochure, an online article, or a press release, consider hiring professional storytellers to make the world-changing things you do mean something to regular people.

GDPR and the End of the Internet's Grand Bargain

harvardbusiness.org 9 April 2018
In May the European Union's General Data Protection Regulation goes into effect, two years after passage by the European Parliament. This radical new privacy law, which covers any business that processes information about EU residents, will dramatically affect the way data is collected, stored, and used, including for U.S. companies doing business abroad. In the U.S., lawmakers are now circling waters bloodied by revelations regarding potential abuse of Facebook's social media data, with CEO Mark Zuckerberg scheduled to testify on Capitol Hill this week about the 'use and protection of user data.' Facebook's woes, following continued reports of major data breaches at other leading companies, have amplified calls for GDPR-like legislation in the U.S. A Refresher on GDPR For now, GDPR, which replaces previous EU mandates on data collection and use, differs significantly from U.S. law, pushing the two regions further apart
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Software Asset Management: A New Defense Against Cybersecurity Threats - SPONSOR CONTENT FROM MICROSOFT

harvardbusiness.org 4 April 2018
To combat cybersecurity threats, companies are spending millions of dollars in malware protection, firewall solutions, and security consulting. Yet even with these expensive measures, most are unaware of their greatest vulnerabilities. That’s because cyber criminals are opportunists who seek the path of least resistance. Rather than wasting efforts attacking hardened firewalls, they instead snoop out the often-overlooked back doors to a company’s network, such as unsupported or unapproved software, abandoned user IDs, poor password protection, or the unmanaged server under an IT analyst’s desk.
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If Your Data Is Bad, Your Machine Learning Tools Are Useless

harvardbusiness.org 2 April 2018
Poor data quality is enemy number one to the widespread, profitable use of machine learning. While the caustic observation, “garbage-in, garbage-out” has plagued analytics and decision-making for generations, it carries a special warning for machine learning. The quality demands of machine learning are steep, and bad data can rear its ugly head twice — first in the historical data used to train the predictive model and second in the new data used by that model to make future decisions.

How AI Is Changing Contracts

harvardbusiness.org 12 February 2018
Contracting is a common activity, but it is one that few companies do efficiently or effectively. In fact, it has been estimated that inefficient contracting causes firms to lose between 5% to 40% of value on a given deal, depending on circumstances. But recent technological developments like artificial intelligence (AI) are now helping companies overcome many of the challenges to contracting. The main challenge firms face in contracting arises from the sheer number of contracts they must keep track of; these often lack uniformity and are difficult to organize, manage, and update. Most firms don't have a database of all the information in their contracts - let alone an efficient way to extract all that data - so there's no orderly and fast way to, for example, view complex outsourcing agreements or see how a certain clause is worded across different divisions. It requires a lot of manpower to draft,
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We Need to Approach AI Risks Like We Do Natural Disasters

harvardbusiness.org 7 February 2018
The risks posed by intelligent devices will soon surpass the magnitude of those associated with natural disasters. Tens of billions of connected sensors are being embedded in everything ranging from industrial robots and safety systems to self-driving cars and refrigerators. At the same time, the capabilities of artificial intelligence (AI) algorithms are evolving rapidly. Our growing reliance on so many intelligent, connected devices is opening up the possibility of global-scale shutdowns.
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Stop Talking About How CSR Helps Your Bottom Line

harvardbusiness.org 31 January 2018
Companies are starting to care more about corporate social responsibility (CSR). Among the largest 250 companies in the world, 92% produced a CSR report in 2015, informing shareholders and the public about the firm’s activities. That’s up from 64% having such a report in 2005. Today, Fortune Global 500 firms spend around $20 billion a year on CSR activities.
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The Question with AI Isn't Whether We'll Lose Our Jobs - It's How Much We'll Get Paid

harvardbusiness.org 31 January 2018
The basic fact is that technology eliminates jobs, not work. It is the continuous obligation of economic policy to match increases in productive potential with increases in purchasing power and demand. Otherwise the potential created by technical progress runs to waste in idle capacity, unemployment, and deprivation. —National Commission on Technology, Automation and Economic Progress, Technology and the American Economy, Volume 1, February 1966, pg. 9.
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As AI Meets the Reputation Economy, We're All Being Silently Judged

harvardbusiness.org 29 January 2018
In the Black Mirror episode Nosedive, the protagonist, Lacie, lives in a saccharine world of pleasantries in which every personal or business interaction is scored. Everything depends on the social score, and everyone is desperate to move up in the rankings. But the omnipresent rating game has one big catch: ranking up is incredibly hard, while ranking down is rapid and easy, like a free-fall.

How to Get Employees to Stop Worrying and Love AI

harvardbusiness.org 25 January 2018
David Maister was angry. He had been surprised and annoyed to learn that his company had set up a new AI-based marketing system that was doing most of what he thought was his job as digital marketing manager at Global Consumer Brands: deciding what ads to place where, for which customer segments, and how much to spend. And when he found that the system was buying ads for audiences that didn't fit the company's customer profile, he stormed in to his boss's office and yelled, 'I don't want men and women over 55 buying our product! It's not our audience!' Maister demanded that the system vendor modify it to enable him to override its recommendations for how much to spend on each channel and for each audience target. The vendor scrambled to give him the controls he wanted. However, after being given the reins on budgeting and buying decisions, Maister saw his decisions were degrading results. For example, despite the company
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Why Companies and Universities Should Forge Long-Term Collaborations

harvardbusiness.org 24 January 2018
In the last decade, there has been an explosion in the number of research deals between companies and universities. Companies, which have been reducing their spending on early stage research for three decades, have been increasingly turning to universities to perform that role, seeking access to the best scientific and engineering minds in specific domains. And faced with stingier government support of academic research and calls for them to contribute more to their local economies, universities have been more receptive.
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How Will AI Change Work? Here Are 5 Schools of Thought

harvardbusiness.org 24 January 2018
The future of the workforce is one of the biggest issues facing CEOs today. It’s abundantly clear to all that artificial intelligence, big data analytics, and advanced robotics make it possible for machines to take on tasks that once required a person to do them. How should companies prepare, strategically, to thrive in this world?
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Is Your Company's Data Actually Valuable in the AI Era?

harvardbusiness.org 17 January 2018
jan18_16_688576276Carmen Martínez Torrón /Hayon Thapaliya/Getty Images AI is coming. That is what we heard throughout 2017 and will likely continue to hear throughout this year. For established businesses that are not Google or Facebook, a natural question to ask is: What have we got that is going to allow us to survive this transition? In our experience, when business leaders ask this with respect to AI, the answer they are given is 'data.' This view is confirmed by the business press. There are hundreds of articles claiming that 'data is the new oil' - by which they mean it is a fuel that will drive the AI economy. If that is the case, then your company can consider itself lucky. You collected all this data, and then it turned out you were sitting on an oil reserve when AI happened to show up. But when you have that sort of luck, it is probably a good idea to ask 'Are we really that lucky?' The 'data is oil' analogy does have some truth to it. Like internal combus

How Automation Will Change Work, Purpose, and Meaning

harvardbusiness.org 11 January 2018
The vast majority of humans throughout history worked because they had to. Many found comfort, value, and meaning in their efforts, but some defined work as a necessity to be avoided if possible. For centuries, elites in societies from Europe to Asia aspired to absolution from gainful employment. Aristotle defined a 'man in freedom' as the pinnacle of human existence, an individual freed of any concern for the necessities of life and with nearly complete personal agency. (Tellingly, he did not define wealthy merchants as free to the extent that their minds were pre-occupied with acquisition.) The promise of AI and automation raises new questions about the role of work in our lives.

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