Jeanne Ross, Director & Principal Research Scientist at the MIT Sloan School’s CISR
From MIT Sloan Management Review
As part of a set of research interviews, my colleague at MIT’s Center for Information Systems Research (CISR), Martin Mocker, and I once asked technology staffers at 40 big companies what impact they thought they were having on their companies. Sadly, many said that they didn’t think they were having any impact. They were doing what they were supposed to do, but they could not see how their companies would apply their efforts to become more successful.
What a waste of resources — and a missed opportunity! I suspect that similar scenarios are playing out in many, many companies. Our research on digital transformations suggests that recruiting, directing, and developing talent is more important than ever but is also more challenging.
David Rand, Associate Professor of Management Science and Brain and Cognitive Sciences, MIT Sloan School of Management
From Psychology Today
We are in the midst of a crisis of police legitimacy in America. Each case of police brutality and shooting of an unarmed civilian causes more people to lose trust in the police and to question whether officers are really there to serve and protect. Without public trust, how can the police effectively do their job?
In response to this crisis, some police officials and policymakers have promoted the use community-oriented policing (COP), which emphasizes positive, nonenforcement contact with the public to build trust and police legitimacy. COP dates back to the 1970s, and has involved things like foot patrols, community meetings, neighborhood watches, and door-to-door visits. The idea is simple: If interactions with the police don’t always involve a problem—much less punishment of some kind—then the public may come to trust police and, hopefully, cooperate with them in the future to report and solve crimes.
Pilar Opazo, Lecturer, Work and Organization Studies
From Modern Restaurant Management
When Chef Ferran Adrià shuttered his famed elBulli restaurant in 2011, foodie circles were stunned. elBulli was at the peak of its fame: it had three Michelin stars and a waiting list of two million diners. Adrià—widely considered one of the most imaginative culinary minds of the world—operated in an elite class of chefs. He kept his restaurant open just six months a year and served one meal a day, never offering the same dish twice.
Rumors circulated that the closure was due to a family feud or money problems. But the truth was that Adrià was petrified of repeating himself. (“Can you imagine this pressure?” he told The New York Times. “You cannot.”)
In 2014 Adrià reopened elBulli not as a restaurant, but as a foundation dedicated to studying and understanding the nature of creativity. It’s a subject in which Adrià has passionate expertise. When he arrived at elBulli in the early 80s, it was a French restaurant. By the 1990s Adrià was head chef and elBulli was transformed as a test kitchen for gastronomic invention.
But while he became known for dreaming up dishes like Escoffier’s classic peach melba and smoke foam, Adrià was engaged in a far more ambitious project—achieving and sustaining a culture of innovation. He and his team established a set of best practices for organizational creativity and systematic invention. The result: processes and structures that are applicable not just to restaurants but other organizations as well. Here are some elements of elBulli’s, ahem, secret sauce: Read More
Daena Giardella, MIT Sloan Sr. Lecturer
We know from the 2016 EEOC report on harassment in the workplace and other studies that between 25% and 85% of women, and between 11% and16% of men, say that they have experienced sexual harassment.
That means that, if you’re a manager, it’s very likely that you’ll encounter a sexual harassment situation at some point in your career. You may learn about it anecdotally, or it might arrive at your desk as a formal report or notification from HR or elsewhere.
How you react can determine whether you’re able to build open teams that encourage everyone to have a voice. Here are important steps you should take:
Know the process. It is your responsibility to know your organizational policies, protocols, and investigatory processes as well as what you would need to do. If these procedures are unclear, you should take initiative now to make changes to clarify them. Keep in mind that multiple report pathways and strict protocols are crucial. Read More
MIT Sloan Professor John Van Reenen
From Bloomberg View
When people discuss what drives long-run productivity, they usually focus on technical change. But productivity is about more than robots, new drugs and self-driving vehicles. First, if you break down the sources of productivity across nations and firms there is a large residual left over (rather inelegantly named “Total Factor Productivity” or TFP for short). And observable measures of technology can only account for a small fraction of this dark matter.
On top of this, a huge number of statistical analyses and case studies of the impact of new technologies on firm performance have shown that there is a massive variation in its impact. What’s much more important than the amount spent on fancy tech is the way managerial practices are used in the firms that implement the changes.
Although there is a tradition in economics starting with the 19th-century American economist Francis Walker on the importance of management for productivity, it has been largely subterranean. Management is very hard to measure in a robust way, so economists have been happy to delegate this task to others in the case study literature in business schools.
Managers are more frequently the butt of jokes from TV shows like “The Office” to “Horrible Bosses,” than seen as drivers of growth. But maybe things are now changing.