Mastering Business Complexity—MIT CISR Survey Results
Name
MIT_CISRwp405_ComplexitySurveyReport_MockerRossKosgi.pdf
Size
7.35 MB
Format
Adobe PDF
Checksum (MD5)
87de52145db3917b5f4e4eeb15adfb50
Author(s)
Mocker, Martin
Ross, Jeanne W.
Kosgi, Karthic Prasad
Date Issued
February 12, 2016
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Mocker, Martin, Jeanne W. Ross, and Karthic Prasad Kosgi. “Mastering Business Complexity—MIT CISR Survey Results.” Working paper 405, Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 2016. https://dspace.mit.edu/handle/1721.1/175359.
Series/Report no.
MIT Sloan School of Management Working Paper 5216-16
CISR Working Paper 405
Abstract
The MIT Center for Information Systems Research surveyed 255 executives in 2015 to investigate how companies are managing business complexity. This report details the findings from our analysis of the survey data: (1) Some product complexity adds value, some does not. Specifically, companies with more links (aka integration) in their product and service portfolio are higher performing. (2) Product variety makes it more difficult for customers and employees to get things done. These customer and employee difficulties impair a company’s performance. (3) Companies that excel at making it easy for employees and customers to get things done differentiate themselves by applying a set of complexity management practices around enterprise architecture, role reconfiguration, and the use of metrics and incentive systems. \nBased on these findings, we recommend that companies make product complexity a strategic choice, invest in the abovementioned complexity management practices, and use customer and employee difficulties as key metrics for product innovation.
Subjects
Innovation and Strategy
Business Complexity
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