Research & Content.

…An amazing writer and storyteller, Abbie has the ability to extract the voice of the company and bring it to life in her work. This was especially important in the case study she wrote on the evolution of our company’s culture. Abbie felt like a member of our team. Her professionalism and thoroughness stood out.

Ricky Gradwohl, Director of Global Public Relations, Hitachi Data Systems

We worked closely with Abbie on an original research report investigating the role of the CIO at innovative companies. I have the highest respect and regard for her work.

Jeff Mackanic, Sr. Director Global Awareness, Red Hat

Abbie has been a contributing editor to Harvard Business Review Analytic Services since 2010 and has led some of our most important projects on business transformation. Her understanding of the confluence of technology and business is exceptional.

Alex Clemente, Managing Director, HBR Analytic Services

Thought Leadership for a Digital Age

Lundberg Media delivers world-class thought leadership for executive audiences. With over 30 years' experience creating relevant, compelling content for C level executives, we help tech marketers cut through the noise with engaging content that customers and prospects value. Not sure where to start? We'll help you design a successful thought-leadership approach, with the right mix of content and timing. Services include:

  • Content strategy
  • Research
  • Writing and Editing
  • Webcasts
  • Podcasts
  • Infographics
  • Presentations and events

We cover intelligence-driven digital business in all its aspects — the impact of digitization on operations and business models; practical approaches to artificial intelligence (AI); how leading companies are transforming their businesses for an increasingly open, connected and insight-based world.

Contact abbie for your next thought-leadership project

Contact Abbie

Content and Engagement.

The Transformer CLO

Chief learning officers are assuming a more expansive role, aiming not only to train employees but also to transform their organizations’ capabilities and make learning an integral part of the company’s strategic agenda.   Read the article in Harvard Business Review                                                                                                                                                                                                                          Spread

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Helping technology marketers connect with senior business leaders

I work directly with technology marketers to increase their insight into their customers’ world. I also produce high-level content and lead events to help them build relationships with CIOs, CLOs, and other senior executives.

  • Audience Insight
  • Message Development
  • Research & Analysis
  • Case Studies
  • Executive Dinners and Roundtables
  • Working with the Media
Major Papers for Harvard Business Review Analytic Services

Harvard Business Review Analytic Services is an independent sponsored research unit within Harvard Business Review Group. HBR AS conducts research and comparative analysis on management challenges and emerging business opportunities. I've led over 20 research projects for them, typically on topics having to do with business technology leadership and digital transformation. Here are the most recent.

Creating a Culture of Diversity, Equity, and Inclusion

Creating a Culture of Diversity, Equity, and Inclusion

The Covid-19 pandemic and the MeToo and Black Lives Matter social movements have led many leaders to reassess their relationships with their employees. Organizations in sectors as diverse as retail, technology, manufacturing, and government want their workforces to better represent the broader communities in which they operate. These organizations are making it a priority to treat all employees equitably, and to create the conditions to make everyone feel welcomed and included. Two-thirds of respondents to a recent survey of 1,115 North American organizational leaders conducted by Harvard Business Review Analytic Services say that diversity, equity, and inclusion (DEI)* is a high strategic priority for their organization.

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Professional Services’ Keys to Success: Improving Employee Experience

Professional Services’ Keys to Success: Improving Employee Experience

Talent has always been a professional services firm’s greatest asset. Today, staying at the forefront of rapidly changing business and technology trends is what makes it possible for professional services firms (PSFs) to help their clients transform to a digital, data-driven future. This client-driven imperative has become even more urgent as the world emerges from the pandemic. Companies are eager for growth, and at the same time, talented professionals see opportunities to move freely in pursuit of their own goals. Attracting and retaining the best people and helping them learn, develop, and grow at an accelerated pace are critical.

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Making Customer Experience the Heart of the Enterprise

Making Customer Experience the Heart of the Enterprise

In recent years, the center of gravity in business has shifted from inside the organization out to the customer. This change has taken place as customers have tapped into a world of information and choices about the products and services they consume. At the same time, a growing legion of digital businesses has shown customers in both the consumer and business worlds what a great customer experience (CX) can be: connected, personalized, and seamless. Improving CX has become a top business priority as a way for companies to attract and hold onto the best customers, including many they didn’t have access to before. CX goes well beyond customer service to encompass everything that goes into how customers perceive their interactions with an organization, from how they navigate the website to how the billing and payment process works. To deliver that complete customer experience, organizations must unite around the customer in ways they’ve never had to before.

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The Customer Experience in Health Care: New Journeys Ahead

The Customer Experience in Health Care: New Journeys Ahead

Few industries have more data about their own customers than the health care sector. Providers and payers are awash with data from electronic health records (EHR), patient reported information (via voice, email, or text), public health data (e.g., social determinants of health), lab and pharmacy data, and data coming from an increasing array of devices, including patient monitoring tools and personal fitness devices. Yet the divide between the promise of all that data and the customer experience (CX) that results may be wider than in any other industry. In this paper we explore the current and future state of CX in healthcare.

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Seizing the Customer Experience Opportunity in Life Sciences

Seizing the Customer Experience Opportunity in Life Sciences

Organizations across the health care ecosystem are in various stages of shifting to a more patient- and customer-centric model. Pharmaceutical and medical technology (medtech) companies are no exception. While this trend was underway prior to the onset of Covid-19, the global pandemic plunged health care into a state of emergency. Engaging with customers (patients, physicians, and others in the life sciences value chain) through digital channels became a requirement of doing business.

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IT Leadership in the Next Normal: Four Priorities for CIO Success

IT Leadership in the Next Normal: Four Priorities for CIO Success

Organizations across industries shifted their digital transformation plans into high gear during the coronavirus pandemic. The sudden need for remote operations and large-scale working from home brought new urgency to changes that, for many, were already in the works. The crisis, for all its challenges, shattered previous notions of what was and wasn’t possible, liberating CIOs to do things in new ways. Organizations in general, and CIOs specifically, are operating under new rules for the next normal.

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Recreating Work As A Blend of Virtual and Physical Experiences

Recreating Work As A Blend of Virtual and Physical Experiences

The global pandemic of 2020 has accelerated organizations’ digital workplace transformations, and few will go back to the way things were before. The mass work-from-home experiment Covid-19 imposed on most of the world proved to be a remarkable success, according to new research from Harvard Business Review Analytic Services. “Without question, the five-day-in-the-office week is dead,” says Michael Schrage, research fellow at the MIT Sloan School of Management’s Initiative on the Digital Economy.

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A Winning Approach to Employee Success

A Winning Approach to Employee Success

Talent-minded organizations recognize that increasing employee engagement can improve how well their workers perform in their jobs and, consequently, bolster the results of their business. Discretionary effort, or going above and beyond the basic requirements of the job, kicks in and increases productivity and even quality, as long as it’s channeled in the right direction. “There are good business reasons for focusing on employee engagement,” says Julie Cummings, managing director and chief human resources officer at BKD, a national CPA and advisory firm that provides audit, tax, and consulting services to its clients. “When we have more highly engaged employees, discretionary effort increases.” Sponsored by Quantum

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The 2025 Imperative: Intelligent Automation Now

The 2025 Imperative: Intelligent Automation Now

Intelligent automation (IA) is moving beyond hype and into the mainstream. Enabled by automation, cloud infrastructure, and advanced analytics that include artificial intelligence (AI), virtually every business process and function can be improved through some degree of IA. Yet many organizations either aren’t moving forward fast enough to keep pace with change, or they’re rushing ahead with isolated projects but without a greater plan. In either case, the value companies are getting from IA decreases, and business and technology leaders who don’t develop a strategy for enterprise-wide IA will find themselves at a competitive disadvantage. Sponsored by Oracle

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The New Decision Makers: Equipping Frontline Workers for Success

The New Decision Makers: Equipping Frontline Workers for Success

Organizations across industries are under pressure to operate more quickly and with greater intelligence than ever before. Armed with new digital tools that enhance the capabilities of frontline workers, companies in the manufacturing, technology, financial services, energy, and health care sectors, among others, are extending their digital reach to the edges of their business and beyond. The challenge now is to empower frontline workers in a way that creates both free agency for them and proper controls for the organization. What makes this possible is the ready availability of high quality information and insights at the point of contact with customers and operations, along with the digital tools and procedures to ensure compliance with company guidelines and industry regulations. But we’re still in early days. Sponsored by Thoughtspot

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Artificial Intelligence and the Future of Sales and Marketing

Artificial Intelligence and the Future of Sales and Marketing

Artificial intelligence (AI) has the potential to significantly improve businesses’ sales and marketing efforts, and thus their fortunes overall. In fact, it may be hard for companies to move forward without it. Two-thirds of the 615 respondents to a recent survey from Harvard Business Review Analytic Services agree that AI in marketing and sales will be critical to their company’s ability to compete in the future. Today’s sales and marketing organizations have plenty of room for improvement. Sponsored by Microsoft

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IT Talent Strategy: New Tactics for a New Era

IT Talent Strategy: New Tactics for a New Era

Talent—attracting it, retaining it, nurturing it—has been a perennial pain point for chief information officers (CIO). But the year 2020 brings completely new challenges. It represents an inflection point for how organizations manage their operations and the talent that fuels their success. Within the next few years, most organizations expect to be able to operate with more streamlined, often automated processes; with greater knowledge gained through artificial intelligence (AI); and with a customer-centric, anywhere-anytime way of doing business. Not that any organization will be “done” when they have made these changes. Forward-leaning CIOs know that one of the defining characteristics of the digital age is that nothing’s ever really done. Sponsored by Red Hat

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Peak Performance: How Combining Employee Engagement and Performance Management Fuels Organizational Success

Peak Performance: How Combining Employee Engagement and Performance Management Fuels Organizational Success

The landscape for performance management (PM) is changing dramatically. Business leaders know they can get more value using performance management as a tool to engage and develop people rather than to just assess them. However, while they recognize the link between employees’ level of engagement and their performance, most organizations still operate performance management and employee engagement (EE) on separate tracks, according to a recent survey from Harvard Business Review Analytic Services. Sponsored by Glint

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Leading a New Era in Health Care: Innovation through Data-Driven Diagnostics

Leading a New Era in Health Care: Innovation through Data-Driven Diagnostics

Organizations across the health care sector recognize that the innovative use of data—when information is combined for advanced analysis and managed across disciplines, systems, and settings—is crucial to solving the most challenging problems in both patient health and operational efficiency. Despite this widespread recognition, only 15% of respondents to a recent global survey of 742 health care leaders describe their organization today as being mature in its ability to access, integrate, and analyze health care data from diverse sources. Sponsored by Roche

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An Executive’s Guide to Real-World AI

An Executive’s Guide to Real-World AI

Artificial intelligence, machine learning, and intelligent automation are commanding huge mind share among business and technology leaders today. What’s different this time is the degree to which reasonable and knowledgeable people believe that there is, indeed, a real urgency to get going with AI now. A number of foundational pieces must be in place to be successful with AI. These include talent, which is in short supply; having the right data infrastructure as well as sufficient quantity and quality of data to train your models; deciding how AI will be governed; and managing change in the organization, among other things. But where do you start if you’re not a large, tech-forward enterprise? In this paper, we share the insights and real-world experiences of over a dozen leading CIOs, chief data officers, and AI experts. Sponsored by Red Hat

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See all the HBR Research Documents.

VISIT HBR ANALYTIC SERVICES
MIT Center for Information Systems Research projects

MIT CISR conducts field-based research on issues related to how companies will design themselves and manage for success in the digital economy. In a recent project, we explored how boards of directors are engaging with CIOs and executive teams around digital issues.

Visit the MIT CISR site.

Visit MIT CISR site

Our Research & Content Clients.

  • Accenture
  • CIO Straight Talk
  • CISR
  • Harvard Business Review
  • Hitachi
  • Verizon

Contact Abbie to discuss a content engagement.

Contact Abbie