Peter Weill and Stephanie Woerner (Image credit: Harvard Business Review)
From Harvard Business Review
What do the following items have in common: credit cards and streaming or recorded music, robots for production, CAD systems, telephone networks, digital games, computers in products like cars and vacuum cleaners, sensors, and video consoles used in remote mining? Answer: They are all digital and connectable.
This is the world of total digitization: a multitude of digital devices and sensors creating streams of data, as well as any number of digital services and products for both internal and external use, distributed throughout the enterprise, and sometimes, but not always, connected. As the drive toward increased digitization continues, enterprises have to get a handle on this total digitization — and corporate CIOs have to step up to the challenge.
Within legal circles, the mystery of “Whodunnit?” has increasingly become “Who wrote it?” as courts, including the U.S. Supreme Court, keep issuing opinions without divulging who actually authored them. Since 2005, for example, the Roberts Court has disposed of at least 65 cases through unsigned per curiam opinions. Many cases also came with unsigned concurring or dissenting opinions.
We place a high value on transparency in our democracy, and that should certainly apply to Supreme Court justices, who, after all, are already protected by lifetime tenure. Obscuring authorship removes the sense of judicial accountability, making it harder for experts and the public alike to understand how important issues were resolved and the reasoning that led to these decisions, especially in controversial cases. We’ve all heard the charge that judges are legislating from the bench — but assessing that claim requires, at the least, the ability to link opinions to individual decision makers.
Say you’re a mobile app developer trying to maximize your chances of striking gold with that one killer app. How many apps should you make? Four? Six? A dozen? The answer—if you’re making a non-game app—is: one. If you’re making a mobile game, however, you should make a lot more than that.
This is one of the latest findings from the Mobile Innovation Group, a research collaboration we are leading between MIT and Stanford. With the help of Yulia Muzyrya, a Boston University graduate student, we analyze publicly available information, survey data, and interviews to examine how app developers innovate and compete. Our goal is to come up with a set of best practices for mobile application companies and developers. Read More »
We often hear that the Internet is unpredictable, that it’s the “Wild West.” That would seem to be especially true of a social medium such as Twitter. After all, tweets are by definition instant and short-lived. But in a paper I and my co-authors just submitted to the Annals of Applied Statistics, we describe a model we have developed that predicts how popular a tweet is likely to be within just a few minutes of when the “root tweet” is posted.
And anyone who wants to can now try out our model by visiting www.twouija.com.
The media spotlight has recently been on Apple Inc. AAPL +0.52% for shifting profits overseas to avoid U.S. taxes. In its international tax strategy, though, Apple is no different from other American technology companies, which (like Apple) began moving manufacturing overseas starting in the early 1980s.
Initially, U.S. technology firms that went abroad during this period were drawn by the lower labor, sourcing, and procurement costs. They also found they could eliminate exchange-rate risk by producing and selling in the same currency.
But these companies soon discovered another important advantage of being global: favorable taxation.