Building Enterprise AI Maturity

MIT CISR

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Beyond Basketball: Championship Lessons for Success, with Tyler Summitt (Leadership, Sports, Personal Development, Business) 28:47

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Tyler Summitt, son of legendary coach Pat Summitt, as well as the Co-Founder of Pat Summitt Leadership Group , shares the group’s mission, the story of Pat’s humble beginnings, the art of mastering full executive decision making in 90 second or less, the "secret sauce" to Pat’s leadership, what she definitely didn’t understand about, but learned from, a 5-year-old’s soccer game, how to visualize winning in a (very, very) highly detailed way, the key component that gets you to over a 90% success rate, and the answer to the mystery of just who is “Trish”? Mentioned in this episode: This episode is brought to you by Pat Summitt Leadership Group. Pat Summitt Leadership Group…

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Stephanie Woerner reads MIT CISR's December 2024 research briefing, which she co-authored with Peter Weill and Ina Sebastian. See the text version and related content at https://cisr.mit.edu/publication/2024_1201_EnterpriseAIMaturityModel_WeillWoernerSebastian. Abstract: With so much excitement and hype around AI, we pursued research that would help leaders make sense of the chaos and understand how enterprises create value with AI. This briefing describes the MIT CISR Enterprise AI Maturity model, which depicts four stages of enterprise AI maturity we identified based on a 2022 MIT CISR survey of 721 companies. We found that financial performance improved at each stage, and we pinpointed capabilities an enterprise needs as it progresses through the stages.

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MIT CISR

Building Enterprise AI Maturity

MIT CISR

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MIT CISR

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Digitally Savvy Boards: AI Update 13:01

לפני 22 ימים13:01

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Stephanie Woerner reads MIT CISR's March 2025 research briefing, which she co-authored with Peter Weill, Jennifer S. Banner, and James Moore. See the text version and related content at https://cisr.mit.edu/publication/2025_0301_SavvyBoardsUpdate_WeillWoernerBannerMoore Abstract: In 2019, MIT CISR published findings from our research on the digital savviness of company boards that showed 24 percent of boards were digitally savvy and had associated performance premiums. In 2024, we repeated the 2019 board analysis with current companies and found that having a digitally savvy board based on our original criteria was no longer differentiating. However, updating the criteria to account for newer technologies produced results similar to the original analysis. In this briefing we compare the results of these two studies, share insights from interviews of non-executive board directors, and explore how companies use board committees to help manage their work.…

MIT CISR

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Maximizing Returns from Data Monetization Strategies 16:05

לפני 7 weeks16:05

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Barb Wixom reads MIT CISR's February 2025 research briefing, which she co-authored with Nick van der Meulen and Cynthia Beath. See the text version and related content at https://cisr.mit.edu/publication/2025_0201_DataMonetizationImpact_vanderMeulenWixomBeath. Abstract: 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 impact on strategic business outcomes, providing guidance for leaders seeking to maximize the return on their investments in data initiatives.…

MIT CISR

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Business Value from Digital Sustainability 11:44

לפני 12 weeks11:44

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Ina Sebastian reads MIT CISR's January 2025 research briefing, which she co-authored with Stephanie Woerner, Peter Weill, and Daniel Woerner. See the text version and related content at https://cisr.mit.edu/publication/2025_0101_DigitalSustainability_SebastianWoernerWeillWoerner. Abstract: Sustainability is a cost of doing business for many companies today—but it is also an opportunity for creating value. Companies only achieve value, however, by embedding sustainability goals into company strategy and then developing capabilities to advance these goals. Our survey analysis suggested that there are four distinct strategic sustainability goals: compliance and efficiency, customer and investor reputation, new revenue, and company purpose. Companies in the research that pursued strategic sustainability goals beyond compliance and efficiency saw bottom-line impacts such as greater EBIT, more revenues from innovation, and improved customer experience.…

MIT CISR

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Building Enterprise AI Maturity 11:18

לפני 16 weeks11:18

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MIT CISR

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High-Performance Data Monetization 15:39

לפני 20 weeks15:39

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Barb Wixom reads MIT CISR's November 2024 research briefing, which she co-authored with Cynthia Beath and Ja-Naé Duane. See the text version and related content at https://cisr.mit.edu/publication/2024_1101_HighPerformanceDataMonetization_WixomBeathDuane. Abstract: Top-performing organizations invest in three factors that amplify the financial impact of data monetization: CEO-level data leadership, data value management, and data lifecycle measurement. These high-performance factors establish an organizational culture conducive to maximized data monetization. This briefing defines the three factors and then illustrates them using a case study of technology and services company Wolters Kluwer.…

MIT CISR

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Reflecting on 50 Years of MIT CISR—and What We’ve Learned 16:53

לפני 25 weeks16:53

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Stephanie Woerner reads MIT CISR's October 2024 research briefing, which she co-authored with Peter Weill, Chris Foglia, and Dorothea Gray. See the text version and related content at https://cisr.mit.edu/publication/2024_1001_MITCISR50Years_WeillWoernerFogliaGray. Abstract: This briefing celebrates the 50th anniversary of the MIT Center for Information Systems Research (CISR). For 50 years MIT CISR has been a trusted partner of senior IT executives—both learning from them and helping them to create more value in their companies. In the past decade MIT CISR has broadened its engagement to top management teams, digital and data leaders, and boards of directors. Weaving together recollections from long-time business and academic colleagues with responses from a ChatGPT query, we describe the five pillars of MIT CISR’s reputation and include seven lessons learned over the years.…

MIT CISR

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Managing the Two Faces of Generative AI 16:12

לפני 29 weeks16:12

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Nick van der Meulen reads MIT CISR's September 2024 research briefing, which he co-authored with Barb Wixom. See the text version and related content at https://cisr.mit.edu/publication/2024_0901_GenAI_VanderMeulenWixom. Abstract: As generative AI (GenAI) becomes more prevalent, organizations are implementing it in two distinct ways: as broadly applicable tools to enhance individual productivity, and as tailored solutions to achieve strategic business objectives. Based on a series of three consecutive virtual roundtable discussions with data and technology executives on the MIT CISR Data Research Advisory Board, this briefing describes both approaches and highlights their unique challenges and management principles for success.…

MIT CISR

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What’s Next: Top Performers Are Becoming Real-Time Businesses 15:38

לפני 34 weeks15:38

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Peter Weill reads MIT CISR's August 2024 research briefing, which he co-authored with Elizabeth van den Berg, Jason Birnbaum, and Maxime de Planta. See the text version and related content at https://cisr.mit.edu/publication/2024_0801_RealTimeBusiness_WeillvanderBergBirnbaumdePlanta. Abstract: In a study with Insight Partners, we found that companies operating in the top quartile versus the bottom quartile of “real-time-ness” had more than 50 percent higher revenue growth and net margins—a huge premium. The top-quartile companies automated processes and enabled fast decisions by employees at all levels using trusted and easily accessible data. Real-time decision-making enables digital customer journeys that are more seamless, empowered employee experiences, and increased business agility. This briefing describes what it takes to become a real-time business. We dig into the performance premium and illustrate the journey of becoming a real-time business with a case study of United Airlines.…

MIT CISR

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Achieving AI at Scale: Cemex’s Learning Journey 16:28

לפני 38 weeks16:28

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Barb Wixom reads MIT CISR's July 2024 research briefing, which she co-authored with Ida Someh and Cynthia Beath. See the text version and related content at https://cisr.mit.edu/publication/2024_0701_CemexScalingAI_WixomSomehBeath. Abstract: In recent years, large established organizations have been growing business value by increasing the volume of AI models they have in production, an activity we call scaling AI. MIT CISR research has identified that scaling AI is the result of a learning journey during which an organization learns how to deploy, proliferate, and industrialize AI models. Ideally, the organization builds data liquidity, develops workforce savviness, and leverages scarce resources along the way to achieve AI at scale, which is the state at which organizations cost effectively manage large volumes of interconnected models in production. In this briefing, we describe the AI scaling learning journey at Cemex, a large global construction materials company headquartered near Monterrey, Mexico.…

MIT CISR

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Building a Platform Business Requires Balance—Lessons from Salesforce 17:03

לפני 42 weeks17:03

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Martin Mocker reads MIT CISR's June 2024 research briefing, which he co-authored with Ina Sebastian. See the text version and related content at https://cisr.mit.edu/publication/2024_0601_SalesforcePlatformBusiness_MockerSebastian. Abstract: Platform business models have become highly popular; they are used by half of the world’s ten largest companies by market capitalization. The challenge for established companies is that running a platform business is different from running a product business. A platform business requires building an ecosystem of various constituents with differing interests: customers, the company’s internal product teams, and partners. Based on an in-depth case study of Salesforce Platform, this briefing illustrates one approach to balancing the interests of these constituents.…

MIT CISR

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AI Is Everybody's Business 16:08

לפני 47 weeks16:08

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Barb Wixom reads MIT CISR's May 2024 research briefing, which she co-authored with Cynthia Beath. See the text version and related content at https://cisr.mit.edu/publication/2024_0501_AIEverybodysBusiness_WixomBeath. Abstract: This briefing presents three principles to guide business leaders when making AI investments: invest in practices that build capabilities required for AI, involve all your people in your AI journey, and focus on realizing value from your AI projects. The principles are supported by the MIT CISR data monetization research, and the briefing illustrates them using examples from the Australia Taxation Office and CarMax. The three principles apply to any kind of AI, defined as technology that performs human-like cognitive tasks; subsequent briefings will present management advice distinct to machine learning and generative tools, respectively.…

MIT CISR

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Resolving Workforce Skills Gaps with AI-Powered Insights 16:18

לפני 51 weeks16:18

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Nick van der Meulen reads MIT CISR's April 2024 research briefing, which he co-authored with Olgerta Tona and Dorothy Leidner. See the text version and related content at https://cisr.mit.edu/publication/2024_0401_DigitalTalentTransformation_VanderMeulenTonaLeidner. Abstract: Ongoing digital transformation requires a workforce that is proficient in a wide variety of new skills. This briefing explores the use of AI in quantifying such proficiency, through a process known as skills inference. We introduce this concept by means of a case study of Johnson & Johnson, showing how skills inference can provide detailed insight into workforce skills gaps and thereby guide employees’ career development and leaders’ strategic workforce planning.…

MIT CISR

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Creating an Enterprise Capability for Digital Sustainability 15:34

לפני 1 year15:34

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Thomas Haskamp reads MIT CISR's March 2024 research briefing, which he co-authored with Ina Sebastian and Stephanie Woerner. See the text version and related content at https://cisr.mit.edu/publication/2024_0301_GreenCIO_SebastianHaskampWoerner. Abstract: Technology leaders in top-performing companies spend significantly more time on building a complementary enterprise capability than their peers. Carbon emission reduction is a top concern for organizations, and therefore developing an enterprise capability for digital sustainability is a compelling opportunity for technology leaders. In our study, technology leaders were building and using an enterprise tracking capability to pursue three opportunities for scaling carbon emission reduction at their companies: optimizing technology emissions and product emissions and creating digital offerings.…

MIT CISR

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Designing Ecosystem Governance to Grow Value 10:57

לפני 1 year10:57

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Gayan Benedict reads MIT CISR's February 2024 research briefing, which he co-authored with Ina Sebastian. See the text version and related content at https://cisr.mit.edu/publication/2024_0201_EcosystemGovernance_BenedictSebastian. Abstract: In recent MIT CISR research, organizations saw their most challenging strategic goals as being dependent on the actions of other organizations. Ecosystem governance, like good corporate governance, is a key to achieving these goals. Executives in our research described three governance approaches for digital ecosystems that varied along a spectrum, from centralized, which we have termed “Alpha;” to federated, or “Representative;” to decentralized, or “Liquid.” In this briefing, we introduce these approaches and discuss when ecosystems should adopt more decentralized governance approaches to grow value.…

MIT CISR

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How Tech Leaders of Top-Performing Companies Spend Their Time 13:38

לפני 1 year13:38

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Stephanie Woerner reads MIT CISR's January 2024 research briefing, which she co-authored with Peter Weill and Gail Evans. See the text version and related content at https://cisr.mit.edu/publication/2024_0101_TechLeaderTime_WeillWoernerEvans. Abstract: As large established companies become increasingly digital, offering connected products and services and leading or participating in ecosystems, their tech leaders must balance many demands and opportunities for their time. And as digital technologies have become pervasive in enterprises, these demands and opportunities often fall outside the traditional CIO role. In this briefing, we share how time allocations for tech leaders have changed over fifteen years, and Gail Evans, a technology leader at Disney Experiences, describes how she allocates her time.…

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