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Marco Iansiti
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Marco Iansiti

David Sarnoff Professor of Business Administration, Harvard Business School | Digital Strategy & AI Operating Models

Artificial Intelligence Digital Strategy Operating Models Business Ecosystems Innovation Governance

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What Marco brings

Marco Iansiti brings an operating-model view of AI and digital competition. His contribution helps leaders examine how data, algorithms and networks change the architecture through which a business creates and delivers value. For executive teams, the useful question is not where a tool can be added, but which processes, relationships and responsibilities may need redesigning. His research also considers business ecosystems, connecting the organisation with the partners and platforms around it. That makes him relevant when an AI strategy needs to move beyond isolated applications towards questions of scale, learning and governance—and when a leadership audience must consider how the same architecture can amplify both opportunity and risk.

Keynote topics

Competing in the Age of AI

AI-driven businesses can organise value creation differently from firms built around traditional processes. Drawing on his work with Karim Lakhani, Iansiti examines the architecture behind scale, scope and learning. For executive audiences, the discussion asks what changes when data and algorithms become central to operations. It provides a strategic frame for comparing business models rather than treating AI as a collection of applications that can be added without altering the organisation.

Redesigning the Operating Model Around Data and AI

An AI strategy can stall when the surrounding processes remain fragmented or the responsibilities are unclear. Iansiti examines how operational architecture connects data, decisions and delivery. For leadership teams, the useful question is which parts of the organisation need to work differently together. The discussion looks beyond a technical deployment towards coordination and value creation, while recognising that a scalable digital process can also distribute a mistake more widely.

Business Ecosystems and the Keystone Advantage

A company’s performance depends partly on the networks in which it participates. Drawing on his research with Roy Levien, Iansiti examines relationships among platforms, partners and complementary capabilities. For strategy and innovation audiences, the discussion asks where value is created across organisational boundaries and which dependencies matter. It helps a room consider the health of an ecosystem rather than judging every opportunity through the narrow interests or capabilities of one firm.

Leadership and Governance at Digital Scale

The features that allow a digital system to grow can also amplify bias, error and unintended consequences. Iansiti connects strategic leadership with responsibility for the architecture being built. For boards and senior teams, the discussion asks how governance keeps pace with connected operations and where oversight must extend beyond an individual model. It places trust and accountability within business design rather than treating them as a separate review after innovation has happened.

Marco Iansiti is the David Sarnoff Professor of Business Administration at Harvard Business School. His research examines digital innovation and transformation, with a focus on strategy, business models and the processes through which organisations develop new products and capabilities. He studies both firms and the networks of organisations in which they operate.

Iansiti’s work connects technology and operations with executive decisions about competition and value creation. His teaching has included courses on product development, new ventures, digital innovation and business analytics. He is also a co-founder of Keystone Strategy, a strategy and economics consulting firm, extending his academic interests into advisory work.

With Karim Lakhani, he wrote Competing in the Age of AI: Strategy and Leadership When Algorithms and Networks Run the World. The book examines how data, analytics and AI can change an organisation’s operating architecture, including its capacity to scale, extend into different activities and learn from use. It also considers the leadership responsibilities that arise when decisions and processes become more digitally connected.

His earlier books address complementary aspects of organisational strategy. The Keystone Advantage, co-authored with Roy Levien, examines the dynamics of business ecosystems. One Strategy, written with Steven Sinofsky, considers the relationship between organisation, planning and decision-making. His current institutional work includes the Trustworthy AI Lab at Harvard Business School’s AI Institute.

For executive audiences, Iansiti is particularly relevant when a company needs to connect AI ambition with the way its business actually operates. A useful brief might concern the architecture behind scale, the relationships within a platform ecosystem or governance when a model’s effects extend across many users. His perspective asks leaders to examine the system and its consequences, rather than assuming that adopting advanced technology alone creates a more competitive organisation.

Watch Marco in action.

The Era of Digital Ubiquity — Next Practice 2018 | Mobius Executive Leadership

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