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схема и принцип работы главного тормозного цилиндра, Classic Topics - Digital Innovation and Portfolios | MIT CISR, Four Principles for Realizing Strategy with Innovation | MIT CISR, Research Library | MIT CISR, Creating Customer Value Using Analytics - MIT CISR, Unlocking Value as a Modular Producer: Three Key Mechanisms, Data-Driven Transformation at Microsoft - MIT CISR, Build Eight Dynamic Capabilities for Digital Business Model Change .
MIT CISR helps executives meet the challenge of leading increasingly digital and data-driven organizations. We provide insights on how organizations effectively realize value from approaches such as digital business transformation, data monetization, business ecosystems, and the digital workplace. Founded in 1974 and grounded in MIT’s tradition of combining academic knowledge and practical purpose, we work directly with digital leaders, executives, and boards to develop our insights. Our consortium forms a global community that comprises around seventy organizations., Informational: to provide management information; Transactional: to process transactions and cut costs; Infrastructural: to provide shared services and integration; Just like any other investment portfolio, the digital/IT portfolio must be balanced to achieve alignment with the business strategy and the desired combination of short and long , Portfolio management processes are notorious for being subject to politics. BBVA executives significantly enhanced the transparency of their resource allocation process and, in doing so, built enthusiasm and support for it. Today at BBVA, every strategic initiative follows the same, transparent, uniformly applied, evidence-based process..
IT Investment and Portfolio Management (24) IT-Related Business Risk (15) Top Performers (20) , Companies create customer value with analytics by wrapping them around core offerings to reinforce, streamline, or enrich the usage or experience of the offering; companies can apply data wrapping to any customer touchpoint. Regardless of where data wrapping falls along the customer journey, two key capabilities are required to generate customer value: analytics and customer intimacy. These , The components were organized in three layers: digital front-end services, insurance services, and data- and analytics-related services supporting evidence-based decisions (such as for portfolio optimization). Munich Re leveraged knowledge of its business customers for evidence-based decision making during development of new B2B2C offerings. In , Data-driven transformation is a do-or-die decision for organizations, with many organizations still failing to successfully transform. To achieve data-driven transformation, a company must establish data-oriented “data communities” and link them with its domain-specific non-data-oriented communities. As the two types of communities connect, they collaborate, transfer knowledge, and change , To create new types of value, organizations cannot just leverage existing strengths; they must also innovate to leverage powerful, readily accessible technologies. Dynamic capabilities underpin the ability to develop and sustain competitive advantage. Companies with strong dynamic capabilities are able to pivot during a crisis, develop new digital offerings, and experiment with new digital , While organizations generally recognize data’s potential to drive business value, many still struggle to realize substantial financial returns from their data monetization strategies. Beyond selecting a strategy, we identified a more critical differentiator for success: data monetization impact. This briefing explores the strategy-specific practices that enable organizations to achieve this .