Dr. Jeanne W Ross

Research Director, Center for Information Systems Research (CISR)
Principal Research Scientist

Primary DLC

Center for Information Systems Research

MIT Room: E94-1551

Assistant

Amber Franey
afraney@mit.edu

Areas of Interest and Expertise

Management of the Information Systems Function
Management and Use of Information Technology (IT) in Large Organizations
Information Technology Management Practices
Design and Management of Global Information Technology Infrastructures

Research Summary

Jeanne Ross lectures, conducts research and teaches executive education courses on IT management practices. Much of her work involves development of case studies that examine how firms generate value from IT-enabled business initiatives. Her recent research focuses on enterprise architecture, IT governance, and strategic outsourcing.

Jeanne’s work has appeared in Sloan Management Review, Harvard Business Review, MISQ Executive, and IBM Systems Journal among others. With Peter Weill she coauthored IT Governance: How Top Performers Manage IT Decision Rights for Superior Results published by Harvard Business School Press in Spring 2004. Her second book, which focuses on enterprise architecture, will be published by Harvard Business School Press in 2006.

Jeanne earned a B.A. at the University of Illinois, an MBA from The Wharton School at the University of Pennsylvania, and a Ph.D. in Management Information Systems from the University of Wisconsin-Milwaukee. She is a former associate editor of MIS Quarterly and serves as founding senior editor of the recently created MISQ Executive.

Recent Work

  • Video

    2020 Digital Transformation - Jeanne Ross

    April 27, 2020Conference Video Duration: 56:7
    For almost twenty years, digital technologies like social, mobile, AI, cloud, internet of things (SMACIT) have been changing what businesses can do for their customers. But digital transformations of established companies have proceeded in fits and starts. As social distancing forces companies to become more digital, leaders can seize opportunities to radically rethink how they serve customers and apply the skills and creativity of their people. It’s not easy—or fast! In this webinar, we will share findings from five years of research on digital transformations, highlighting five building blocks that are essential to sustained business success.

    Madrid 2018 - Jeanne Ross

    November 29, 2018Conference Video Duration: 43:2

    Designed for Digital: How Established Companies Will Compete in the Digital Economy

    Throughout human history, progress has almost never been made by individuals acting alone, but rather by the power of groups. Thomas Malone calls these groups “superminds” – entities like hierarchies, communities, markets, and democracies that can accomplish far more by drawing upon their collective abilities to create, learn, and make decisions together. In this talk based on his recent book, Superminds, Malone uses striking examples and case studies to show how computers can help create much more intelligent superminds, not just with artificial intelligence, but perhaps even more importantly with hyper-connectivity: connecting people to one another at massive scales and in rich, new ways.

    2018 MIT Madrid Symposium

    Jeanne Ross

    December 11, 2017MIT Faculty Feature Duration: 25:37

    MIT

    Jeanne W. Ross - 2017 Management

    October 4, 2017Conference Video Duration: 38:13

    Designed for Digital: How Companies Will Succeed in the 21st Century

    It’s easy to think that digital business success depends on becoming more mobile, social, and analytical. But that barely hints at how digital technologies are changing business. SMACIT (social, mobile, analytics, cloud, internet of things)—and more recent technology arrivals like artificial intelligence, robotics, and biometrics—are ridiculously affordable, easy to use, and powerful. Anyone can acquire and use these technologies—your customers, your employees, your partners, your competitors (and your future competitors). Consequently, you will never generate a competitive edge by simply adopting some digital technology. How will companies create competitive advantage digitally? Speed and integration—the antithesis of what most established companies are designed for. Thus to become more agile and integrated, companies must not only use digital technologies effectively, they must fundamentally redesign themselves. Drawing on examples such as Philips, LEGO, Schneider Electric, and BNY Mellon, we describe how big, old companies are designing themselves for digital success.

    2017 MIT Innovations in Management Conference