By Sam Ransbotham, David Kiron, François Candelon, Shervin Khodabandeh, and Michael Chu.

New research shows that employees derive individual value from AI when using the technology improves their sense of competency, autonomy, and relatedness. Likewise, organizations are far more likely to obtain value from AI when their workers do. This report offers key insights for leaders on achieving individual and organizational value with artificial intelligence in their organizations.

By Sam Ransbotham, François Candelon, David Kiron, Burt LaFountain, and Shervin Khodabandeh.

The 2021 MIT SMR-BCG report identifies a wide range of AI-related cultural benefits at both the team and organizational levels. Whether it’s reconsidering business assumptions or empowering teams, managing the dynamics across culture, AI use, and organizational effectiveness is critical to increasing AI’s value to an organization. This report offers a detailed analysis of a dynamic between culture, AI use, and organizational effectiveness.

By Sam Ransbotham, Shervin Khodabandeh, David Kiron, François Candelon, Michael Chu, and Burt LaFountain

Most companies developing AI capabilities have yet to gain significant financial benefits from their efforts. Only when organizations add the ability to learn with AI do significant benefits become likely.

By Sam Ransbotham, Shervin Khodabandeh, Ronny Fehling, Burt LaFountain, and David Kiron

AI promises rewards but also comes with risks ― namely, that competitors figure out how to successfully use it before you do. This year’s 2019 MIT SMR-BCG Artificial Intelligence Global Executive Study and Research Report shows early AI winners are focused on organization-wide alignment, investment, and integration.

By Sam Ransbotham, Philipp Gerbert, Martin Reeves, David Kiron, and Michael Spira

Companies are looking to artificial intelligence to create business value, and as MIT Sloan Management Review’s 2018 Global Executive Study and Research Report on AI shows, Pioneer organizations are pulling ahead of their counterparts. By deepening their commitment to AI and focusing on revenue-generating applications over cost savings, these early implementers are positioning themselves to reap the benefits of AI at scale.

By Sam Ransbotham, David Kiron, Philipp Gerbert, and Martin Reeves

Disruption from artificial intelligence (AI) is here, but many company leaders aren’t sure what to expect from AI or how it fits into their business model. Yet with change coming at breakneck speed, the time to identify your company’s AI strategy is now. MIT Sloan Management Review has partnered with The Boston Consulting Group to provide baseline information on the strategies used by companies leading in AI, the prospects for its growth, and the steps executives need to take to develop a strategy for their business.

By Stephanie Jernigan, Sam Ransbotham, and David Kiron

We found that obtaining business value using the connections the IoT creates between an organization and its customers, suppliers, and competitors depends on companies’ willingness to share data with other organizations.

By Sam Ransbotham and David Kiron

The 2018 Data & Analytics Global Executive Study and Research Report by MIT Sloan Management Review finds that innovative, analytically mature organizations make use of data from multiple sources: customers, vendors, regulators, and even competitors. The report, based on MIT SMR’s eighth annual data and analytics global survey of over 1,900 business executives, managers, and analytics professionals, explores companies leading the way with analytics and customer engagement.

By Sam Ransbotham and David Kiron

The 2017 Data & Analytics Report by MIT Sloan Management Review finds that the percentage of companies deriving competitive advantage from analytics increased for the first time in four years. Incorporating survey results and interviews with practitioners and scholars, the report finds that companies’ increasing ability to innovate with analytics is driving a resurgence of strategic benefits from analytics across industries. The report is based, in part, on MIT SMR’s seventh annual data and analytics global survey, which includes responses from 2,602 business executives, managers, and analytics professionals from organizations located around the world.

By Sam Ransbotham, David Kiron, and Pamela Kirk Prentice

The 2016 Data & Analytics Report by MIT Sloan Management Review and SAS finds that analytics is now a mainstream idea, but not a mainstream practice. Few companies have a strategic plan for analytics or are executing a strategy for what they hope to achieve with analytics. Organizations achieving the greatest benefits from analytics ensure the right data is being captured, and blend information and experience in making decisions.

By Sam Ransbotham, David Kiron, and Pamela Kirk Prentice

The 2015 Data & Analytics Report by MIT Sloan Management Review and SAS finds that talent management is critical to realizing analytics benefits. This fifth annual survey of business executives, managers and analytics professionals from organizations located around the world captured insights from 2,719 respondents. It finds that organizations achieving the greatest benefits from analytics are also much more likely to have a plan for building their talent bench.