What’s Next: Top Performers Are Becoming Real-Time Businesses
Name
2024_0801_RealTimeBusiness_WeillvanderBergBirnbaumdePlanta.pdf
Size
407.68 KB
Format
Adobe PDF
Checksum (MD5)
26dd9d1cc36929ceff46bd3a6e855dc6
Author(s)
Weill, Peter
Van den Berg, Elizabeth
de Planta, Maxime
Birnbaum, Jason
Date Issued
August 15, 2024
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Weill, Peter, Elizabeth Van den Berg, Maxime de Planta, and Jason Birnbaum. “What’s Next: Top Performers Are Becoming Real-Time Businesses.” MIT CISR Research Briefing Volume XXIV, no. 8 (August 2024). https://dspace.mit.edu/handle/1721.1/174943.
Series/Report no.
MIT CISR Research Briefing, Vol. XXIV, No. 8
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.
Subjects
Assessing Performance and Value
Business Models
Terms of Use
CC BY-NC 4.0 (Attribution-NonCommercial 4.0 International)
Persistent DSpace Link
