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The authors’ research identified seven best practices of leading companies with a particularly aggressive “All-in-on-AI” approach to Artificial Intelligence technology. 10;

The article examines how successful companies are reskilling and upskilling their employees to help develop, interpret and improve AI systems.

To date, AI technologies are most commonly applied in making business processes more efficient, improving decisions and enhancing existing products and services, but “All-in-on-AI” companies eventually develop use cases across a wide variety of functions and processes, decisions and products or services.

While many have predicted that AI would replace humans, AI-powered companies see the primary goal as discovering how to get the best out of both by redesigning jobs, reskilling workers and becoming more efficient and effective in the process.

Companies seeking to get significant returns on their investment in AI should take note of the practices of leading firms.

The purpose of this paper is to improve the understanding of the rhetoric used to promote enterprise resource planning (ERP) systems, which are complex organisation-wide software packages inherently connected to the domains of management and organisation.

The study adopts a post-essentialist view on ERP systems and takes the form of a rhetorical analysis. Engaging in rhetorical scholarship in the area of technological change and management fashion literatures, this paper offers a close reading of a management text on ERP systems by Thomas H. Davenport published in 1998 in the Harvard Business Review.

The rhetorical analysis distinguishes and identifies three rhetorical strategies – namely, rationalisation, theorisation and contradiction – used to promote ERP systems and thus involved in the construction of the phenomenon revolving around ERP systems.

In spite of the importance of the rhetorical analysis of information technology in the context in which they operate, this paper argues that constructions of ERP systems should also be analysed beyond organisation-specific considerations. It further suggests that both researchers and practitioners should take seriously the rhetoric invoked by the well-known management writer that may easily go unnoticed.

This paper seeks to present a best practice guide to using analytics as a tool for leaders at every organizational level to drive their companies towards better decision making.

The piece is based on the book Analytics at Work by Thomas Davenport, Jeanne Harris and Robert Morison, which was published in 2010.

Accenture research shows conclusively that high‐performing businesses have a much more developed analytical orientation than other organizations. In fact they are five times more likely than their competitors to view analytical capabilities as being core to the business.

Senior executives are playing a crucial role in moving their organizations towards analytical decision making. Experience shows that, if leaders support analytical initiatives, they are much more likely to succeed. This is partly because of the powerful influence they exert over business culture, and partly because they can deploy the people, money and time needed to develop effective analytics capabilities. That said, senior executives are not the only people needed to build an analytical business. Almost any employee can play a vital role as an analytical leader.

Accenture uses case studies based on in‐depth interviews and thought leadership to demonstrate how individuals at different organizational levels have succeeded in driving their business towards analytical decision making – with impressive results.

Initiatives to enhance operational performance can include some programs that strive for continuous improvement and others that attempt radical innovation. But implementation depends upon learning how to integrate the substantially different approaches of total quality management (TQM) and business reengineering.

In most cases, neither top‐down reengineering nor bottom‐up individualized processes and information systems best serve most companies' change purposes. What we need are intermediate solutions that allow for top‐level direction while remaining sensitive to the fact that business processes are human interactions. Fortunately, in the areas of both information systems and business processes, participative middle‐ground approaches are emerging.

Enterprise systems packages have long been associated with process change. However, it was assumed that most organizations would simultaneously design and implement process change while implementing the systems. A survey of 163 organizations and detailed interviews with 28 more suggests that enterprise systems were still being implemented even among early adopters of the technology, and that process change was being undertaken on an ongoing basis. After the prerequisites of time, critical mass of functionality, and significant expenditures were taken care of, the factors most associated with achieving value from enterprise systems were integration, process optimization, and use of enterprise‐systems data in decision making.

Knowledge management is the key success factor of today’s business leaders. Focuses on the rise of knowledge management. Provides a summary of useful concepts, different project types, supportive organizational structures, effective technologies and points out future knowledge management directions. Shows that currently, within knowledge management, attention management has become the most important success factor. In future the management of attention management is likely to decide which businesses will be among the leaders of the new economy.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The more a retail organization knows about its customers, the more stuff it can sell them. Or, as they would put it, the more they can serve the customer well by catering for their needs. As firms become more customer‐centric, the more they need to know about us and, it seems, the more we are prepared to let them know.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.