Ina Sebastian reads MIT CISR's March 2021 research briefing, which she co-authored with Peter Weill and Stephanie Woerner. See the text version and related content at https://cisr.mit.edu/publication/2021_0301_ValueinDigitalBusiness_SebastianWeillWoerner.

Abstract: Companies can create new types of value in the digital era. In our research, we identified three types of value from digital business: value from operations, value from customers, and value from ecosystems. All three types of value were significant predictors of company performance, although their relative impacts varied. In this briefing, we describe the three types of value and show how they are captured in company performance. We then illustrate how two companies, Kaiser Permanente and Maersk, designed digital initiatives to create value from ecosystems—a new type of value for many large, traditional companies.

Three Types of Value Drive Performance in Digital Business

Barb Wixom reads MIT CISR's April 2021 research briefing, which she co-authored with Leslie Owens and Cynthia Beath. See the text version and related content at https://cisr.mit.edu/publication/2021_0401_DataHeartsMinds_WixomOwensBeath.

Abstract: Companies today are starting to walk the talk when it comes to treating data like a strategic firm asset—they are hiring chief data officers, and rolling out data literacy programs. This briefing describes what else is required for employees to believe that data can create value in new ways, that it can do so over and over and over again, and that everyone in the company can play a role. MIT CISR research indicates that leaders should build capabilities, optimize data monetization initiatives, and motivate pervasive data use, all of which can and should be measured.

Data Is Everybody’s Business

Dorothy Leidner reads MIT CISR's June 2021 research briefing, which she co-authored with Olgerta Tona, Barb Wixom, and Ida Someh. See the text version and related content at https://cisr.mit.edu/publication/2021_0601_DignityDataUse_TonaLeidnerWixomSomeh.

Make Dignity Core to Employee Data Use

Ida Someh reads MIT CISR's July 2022 research briefing, which she co-authored with Barb Wixom and Cynthia Beath. See the text version and related content at https://cisr.mit.edu/publication/2022_0701_AIX_SomehWixomBeath.

Abstract: Four characteristics of AI—unproven value, model opacity, model drift, and mindless application—make it challenging to get stakeholders to trust AI solutions. As a result, organizations that strive to become AI-powered adopt practices to produce AI solutions that are trustworthy. Over time, these practices build AI Explanation (AIX) capability: an emerging enterprise capability that arises from practices AI teams use to build stakeholder confidence in AI solutions. In this briefing, we first describe AIX capability and four sets of practices used to build it. We then draw on a case study about the AI journey of Microsoft to illustrate examples of the practices that company has leveraged.

Building AI Explanation Capability for the AI-Powered Organization

Stephanie Woerner reads MIT CISR's September 2022 research briefing, which she co-authored with Ina Sebastian and Peter Weill. See the text version and related content at https://cisr.mit.edu/publication/2022_0901_TenCapabilities_WoernerSebastianWeill.

Abstract: Saddled with legacy systems, complex processes, and siloed data, many firms have begun digital business transformations to improve customer experience and increase operational efficiency. We identify firms that have transformed on both of these dimensions as being Future Ready. MIT CISR research has identified ten future-ready capabilities that top-performing firms develop to achieve progress on both customer and operational dimensions and capture digital value. In this research briefing, we describe these ten capabilities and illustrate their development and application with a case study from CarMax.

Develop Ten Capabilities to Accelerate Digital Transformation

Nick van der Meulen. the author of MIT CISR's January 2023 research briefing, reads the briefing in this podcast. See the text version and related content at https://cisr.mit.edu/publication/2023_0101_DecentralizedDecisionMaking_VanderMeulen.

Abstract: Drawing on MIT CISR survey data, this research briefing describes how the extent to which an organization distributes operational decision rights to a majority of its teams can improve the speed at which the organization is able to sense and seize opportunities. By combining this approach with a set of practices that reduce bad complexity and promote the reuse of existing solutions, large established organizations can turn their size into an advantage—yielding increased innovative capacity and greater financial performance.

Realizing Decentralized Economies of Scale

Gayan Benedict reads MIT CISR's Match 2023 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/2023_0301_AdoptingBlockchain_BenedictSebastianWoerner.

Abstract: Compelling use cases for technologies enabling Web3 are accumulating. In a 2022 MIT CISR survey, companies’ effectiveness at deploying new technologies such as blockchain was significantly correlated with growth and profitability. Yet only thirteen percent of executives described their companies as very effective at doing so. Thirty-six percent described them as only slightly or not at all effective at it. Digital leaders are faced with the question of how to build the capabilities needed to participate in value creation from Web3 while managing the risks of participation. In this briefing, we describe four approaches to adopting blockchain and illustrate them with industry examples.

Creating Value from Web3: Four Approaches to Adopting Blockchain

Barb Wixom reads MIT CISR's August 2023 research briefing, which she co-authored with Cynthia Beath and Leslie Owens. See the text version and related content at https://cisr.mit.edu/publication/2023_0801_DataMonetization_WixomBeathOwens.

Abstract: Our forthcoming book, Data is Everybody’s Business: The Fundamentals of Data Monetization, is mainly about how to create value from data, but for data monetization to occur, any value you create must be realized. Realizing value from data is about converting value created—efficiency or customer value—into money or getting money directly from data by selling it. In this briefing we define the concept of data monetization as it is used throughout the book and describe how to generate financial returns from improving work, wrapping products with data-fueled features and experiences, and selling information solutions.

What Is Data Monetization?

Barb Wixom, co-author of Data Is Everybody's Business: The Fundamentals of Data Monetization, reads excerpts from the book. Published in September 2023 by the MIT Press, Data Is Everybody's Business is a clear, engaging, evidence-based guide to monetizing data, for everyone from employee to board member.

Most organizations view data monetization—converting data into money—too narrowly: as merely selling data sets. But data monetization is a core business activity for both commercial and noncommercial organizations, and, within organizations, it’s critical to have wide-ranging support for this pursuit. In Data Is Everybody’s Business, the authors offer a clear and engaging way for people across the entire organization to understand data monetization and make it happen. The authors identify three viable ways to convert data into money—improving work with data, wrapping products with data, and selling information offerings—and explain when to pursue each and how to succeed.

Key features of the book:
• Grounded in twenty-eight years of academic research,including nine years of research at the MIT Sloan Center for Information Systems Research (MIT CISR)
• Definitions of key terms, self-reflection questions, appealing graphics, and easy-to-use frameworks
• Rich with detailed case studies
• Supplemented by free MIT CISR website resources (cisr.mit.edu)

Ideal for organizations engaged in data literacy training, data-driven transformation, or digital transformation, Data Is Everybody’s Business is the essential guide for helping everybody in the organization—not just the data specialists—understand, get excited about, and participate in data monetization.

Data Is Everybody's Business - From the Foreword, a testimonial from data leaders

Stephanie Woerner reads MIT CISR's September 2017 research briefing, which she co-authored with Peter Weill. See the text version and related content at https://cisr.mit.edu/publication/2017_0901_DigitalPathways_WeillWoerner.

Abstract: Just about every big old company is on a digital transformation journey, often without a playbook. In this briefing, we provide a digital transformation playbook—at least the first chapter. We answer the questions: what is digital business transformation, what percentage of firms have transformed, and how do they perform? We also share the four viable pathways for transformation and their pros and cons. As the goal for your company is not digital transformation, but rather business transformation using digital capabilities, we finish by providing some advice on how to choose a pathway that will help you achieve your business goals.

Future Ready? Pick Your Pathway for Digital Business Transformation

Stephanie Woener reads this MIT CISR research briefing from July 2004, which was authored by Jeanne Ross. See the text version and related content at  https://cisr.mit.edu/publication/2004_07_2B_MaturityMatters.

Abstract: To better serve customers and cut operating costs, firms are instituting enterprise-wide efforts to leverage synergies and reap economies of scale. CISR research indicates, however, that before firms can use IT strategically, they must learn how to make IT a strategic competency. A firm’s learning about the strategic role of IT can be represented in four stages of enterprise architecture maturity, with each stage compounding benefits for the firm. In this briefing we describe how firms capture and formalize the learning from each architectural stage so that they can benefit from the current stage and, if appropriate, migrate toward later stages.

Maturity Matters: How Firms Generate Value from Enterprise Architecture

Stephanie Woener reads this MIT CISR research briefing from December 2005, which was authored by Jeanne Ross. See the text version and related content at https://cisr.mit.edu/publication/2005_12_3C_OperatingModels.

Abstract: Most companies try to maximize value from IT investments by aligning IT and IT-enabled business processes with business strategy. But strategy rarely offers sufficiently clear direction for development of stable IT and business process capabilities. To make IT a proactive rather than reactive force in creating business value, companies should define an operating model. An operating model specifies the necessary level of business process integration and standardization for the company, defining critical IT and business process capabilities. This briefing explores how a company’s operating model guides IT investment and enhances business agility.

Forget Strategy: Focus IT on Your Operating Model

Stephanie Woerner reads MIT CISR's June 2018 research briefing, which was authored by Jeanne Ross, Martin Mocker, and Cynthia Beath. See the text version and related content at https://cisr.mit.edu/publication/2018_0601_BuildingBlocks_RossMockerBeath.

Abstract: Established companies face daunting changes as they attempt to introduce digitally inspired customer value propositions. MIT CISR research has identified a set of five building blocks that develop assets essential to delivering digital value propositions. This briefing describes the five building blocks and the practices and tools established companies are relying on to develop their digital assets.

Five Building Blocks of Digital Transformation

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.

Resolving Workforce Skills Gaps with AI-Powered Insights

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.

AI Is Everybody's Business

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.

Building a Platform Business Requires Balance—Lessons from Salesforce

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.

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

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.

Managing the Two Faces of Generative AI

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. 

High-Performance Data Monetization

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. 

Building Enterprise AI Maturity

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.

Business Value from Digital Sustainability

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. 

Maximizing Returns from Data Monetization Strategies

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.

Digitally Savvy Boards: AI Update

Barb Wixom reads MIT CISR's April 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_0401_DataProductMindset_WixomVanderMeulenBeath.

Abstract: Today, by adopting a product mindset for data, organizations hold people accountable for the payoff of data investments over time. Data assets and data solutions represent two distinct types of “data products.” Organizations can use three sets of product management practices to more effectively generate returns from their data assets and data solutions: practices for satisfying data consumers, practices for setting prices, and practices for sustaining profits. This briefing illustrates these practices using examples from information businesses.

Shifting to a Product Mindset for Data

Stephanie Woerner reads MIT CISR's May 2025 research briefing, which she co-authored with Peter Weill. See the text version and related content at https://cisr.mit.edu/publication/2025_0501_DigitalPlatformDesigns_WoernerWeill.

Abstract: People use the term “digital platform” to mean lots of different things—an internal business capability, a business model, a technology, a business service, or a mindset, among other things. To help executives discuss, design, and manage digital platforms, we studied platform designs. We identified four dominant digital platform designs—platform as a service (PaaS), multisided marketplace, internal platform, and X as a service (XaaS)—and found that companies that effectively managed one or more of the designs had above-average financial performance. In this briefing, we describe the designs and share the financial performance of companies using each design.

Top-Performing Companies Reuse Four Digital Platform Designs

Ina Sebastian reads MIT CISR's June 2025 research briefing, which she co-authored with Stephanie Woerner and Peter Weill. See the text version and related content at https://cisr.mit.edu/publication/2025_0601_ANZInstitutionalPlatformTransformation_SebastianWoernerWeill.

Abstract: As business models become more AI-enabled, strategically designing, evolving, and reusing platforms that reflect a company’s core capabilities is key to driving growth and innovation. This briefing examines the platform transformation of ANZ Institutional, a division of the Australia and New Zealand Banking Group Limited (ANZ). By building robust, scalable internal platforms and connecting them to deliver revenue-generating digital services, ANZ Institutional redefined how it creates and delivers value—doubling its return on equity (ROE) between 2016 and 2024.

Platform-Enabled Business Transformation at ANZ Institutional

Martin Mocker reads MIT CISR's July 2025 research briefing, which he co-authored with Ina Sebastian. See the text version and related content at https://cisr.mit.edu/publication/2025_0701_MonetizingExDPs_MockerSebastian.

Abstract: To gain additional value from their digital platforms, some companies open them to external developers via APIs, thereby creating external developer platforms (ExDPs). Many companies struggle to monetize ExDPs, though. This briefing compares two distinct approaches to monetizing ExDPs: build-on, in which external developers create complementary solutions on top of the company’s platform; and build-in, in which external developers integrate capabilities  from the company’s platform into their own freestanding applications, often combined with data from other companies’ ExDPs. Using case studies of Salesforce and Schneider Electric, this briefing explores the distinct value, requirements, and outcomes of each approach to guide companies in selecting their ExDP monetization strategy.

Two Approaches to Monetizing External Developer Platforms

Stephanie Woerner reads MIT CISR's August 2025 research briefing, which she co-authored with Ina Sebastian, Peter Weill, and Evgeny Káganer. See the text version and related content at https://cisr.mit.edu/publication/2025_0801_EnterpriseAIMaturityUpdate_WoernerSebastianWeillKaganer.

Abstract: Last year, MIT CISR introduced a four-stage enterprise AI maturity framework to help leaders identify how to create value from AI (artificial intelligence) technology. A new MIT CISR survey has found that enterprises today are making significant progress in their AI maturity, with the greatest financial impact seen in the progression from stage 2, where enterprises build pilots and capabilities, to stage 3, where enterprises develop scaled AI ways of working. In this briefing we describe how enterprises mature from piloting AI to scaling it, illustrated by case studies of the Guardian Life Insurance Company of America and Italgas Group.

Grow Enterprise AI Maturity for Bottom-Line Impact

Nick van der Meulen reads MIT CISR's September 2025 research briefing, which he co-authored with Ida Someh, Barb Wixom, and Cynthia Beath. See the text version and related content at https://cisr.mit.edu/publication/2025_0901_DataDemocracy_VanderMeulenSomehWixomBeath.

Abstract: Many organizations fail to realize value from their data investments, with only an average of 28 percent of employees drawing on reusable data assets. This briefing positions as a solution establishing a data democracy: an organizational state where all employees have data access, skills, motivation, and guidance for strategic use. We present a framework showing how specific connecting structures, such as centers of excellence and cross-functional teams, can amplify democratization practices. By intentionally designing this organizational state, leaders can increase the use of their organization’s available data assets, achieve greater employee empowerment, and maximize financial returns on their data investments.

Mobilize Your Data Democracy

Stephanie Woerner reads MIT CISR's January 2021 research briefing, which she co-authored with Peter Weill and Andrea Patricia Diaz Baquero. See the text version and related content at https://cisr.mit.edu/publication/2021_0101_HelloDomains_WeillWoernerDiaz.

Abstract: For decades, companies have thought of themselves as operating in industries such as banking, retail, and energy. In contrast, most customers seek to fulfill specific needs—business customers might aim to manage their energy consumption, and consumers might navigate getting an education. We call these different customer problems and opportunities domains. Digital technologies, and new business models such as ecosystems, provide an opportunity to rethink how to solve your customers’ needs in each of their important domains. In this briefing, we share our first efforts at identifying the key domains, scope the size of the opportunity, and provide examples.

Hello Domains, Goodbye Industries

A research center at the MIT Sloan School of Management, MIT CISR helps executives meet the challenge of leading dynamic, global, and information-intensive organizations.

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