Imagine an algorithm that could tell you when your company needs a new business model or when it should enter a new market.
The bad news? It doesn’t exist. The good news? Something almost as significant has emerged.
Writing for Harvard Business Review, Martin Reeves, Ming Zeng and Amin Venjara suggest a way organisations can apply algorithmic principles to make “frequent, calibrated adjustments to their business models, resource allocation processes, and structures – without direction from the top”.