Misiek Piskorski

Professor of Digital Strategy, Analytics and Innovation, and Dean of IMD Southeast Asia and Oceania

Mikołaj Jan Piskorski, also known as Misiek Piskorski is Professor of Digital Strategy, Analytics and Innovation, and Dean of IMD Southeast Asia and Oceania. He is an expert on digital strategy, platform strategy and the process of digital business transformation. He works with companies in various industries across the globe to support them through digital transformation.

He aims to demystify digital transformation by taking this complex and complicated topic and distilling it down to its core principles, and to the five or six key decisions that companies need to take. The multilayered framework that he developed to help companies devise a digital transformation strategy consists of a series of steps that are very easy to understand. This exercise is made more accessible by the use of cases to show how other companies have tackled the process. Companies come out at the end with a detailed strategy they can implement in full or in part.

My approach is like teaching people how to drive. A driving instructor explains what you need to do to drive a car and helps you while you are learning, but at the end of the process you can drive by yourself. Similarly, I show executives how to develop a digital transformation strategy, hold their hands while they try it out, and they are then able to implement it themselves.

One element of digital transformation is the use of social platforms, which Piskorski documented in his book A Social Strategy: How We Profit from Social Media, the winner of an Axiom Business Book Awards Gold Medal in 2015. Backed by original research, case studies, and proprietary data from social media sites, the book provides insights on how companies can leverage social platforms to create a sustainable competitive advantage.

Piskorski uses his framework for digital transformation to help companies from a broad range of industries including financial services, automotive, manufacturing, and healthcare as they seek to tap into the opportunities offered by digitalization. He carries out a lot of work with senior teams, but specializes in transformations that span the entire organization. This approach typically embraces strategic advisory services to the CEO, strategic transformation projects and business development with the top management team, executive education with middle managers, and online education with the rest of the organization.

At IMD, he is currently leading custom programs for Johnson & Johnson, Telecom Malaysia, the Asian Development Bank, Bayer, SHV and DNB. In addition, he is the Director of the Digital Strategy (DS) open program and a Co-Director of the Leading Digital Business Transformation (LDBT) program. As Dean of Southeast Asia and Oceania, he also runs IMD’s activities in the region.

Piskorski’s research has been published in Administrative Science Quarterly, American Journal of Sociology, Harvard Business Review, Management Science, MIT Sloan Management Review, and Social Forces. He is also an associate editor at the Journal of Organizational Design, and has served on the editorial boards of several academic journals including American Journal of Sociology, Administrative Science Quarterly, Management Science and Organization Science.

Before joining IMD in 2014 he was Associate Professor of Business Administration at Harvard Business School and started his academic career as a faculty member at the Graduate School of Business at Stanford University.

Selected publications
Article
How legacy businesses can compete in the sharing economy: By harnessing sensor data from the internet of things, providers of traditional products and services can participate in the sharing economy — boosting revenue in the process.
The term platform is commonly associated with vibrant ecosystems that connect various sets of users — drivers with riders (Uber), property owners with renters (Airbnb), searchers with advertisers (...
Published 8 June 2020
Article
Competing by restricting choice: The case of matching platforms
We show that a two-sided matching platform can successfully compete by limiting the number of choices it offers to its customers, while charging higher prices than platforms with unrestricted choic...
Published 1 August 2018
Article
Testing Coleman’s social-norm enforcement mechanism: Evidence from Wikipedia
Since Durkheim, sociologists have believed that actors in dense network structures experience fewer norm violations. Coleman proposed one explanatory mechanism, arguing that dense networks provide ...
Published 1 January 2017
Book
A social strategy: How we profit from social media
Almost no one had heard of social media a decade ago, but today websites such as Facebook, Twitter, and LinkedIn have more than 1 billion users and account for almost 25 percent of Internet use. Pr...
Published 6 June 2014
Article
Social strategies that work
More than a billion people use social platforms such as Facebook, eHarmony, Renren, and LinkedIn. What’s the attraction? They satisfy two basic human needs: to meet new people and to strengthen exi...
Published 1 November 2011
Article
When more power makes actors worse off: Turning a profit in the american economy
We propose a theory which predicts that an increase in an actor’s relative power reduces the actor’s rewards in high mutual dependence dyads.¦Our argument is based on the premise that higher relati...
Published 1 December 2006
Article
Power imbalance, mutual dependence, and constraint absorption: A closer look at resource dependence theory
Despite ubiquitous references to Pfeffer and Salancik’s¦classic volume, The External Control of Organizations,¦resource dependence theory is more of an appealing¦metaphor than a foundation for test...
Published 1 January 2005
Academic publications
Article
Influencer celebrification: How social media influencers acquire celebrity capital
The digital age has given rise to new pathways for everyday individuals to accrue media attention, which can be translated into promotional endeavors. Such sociocultural currency is referred to as ...
Published 22 November 2021
Article
Competing by restricting choice: The case of matching platforms
We show that a two-sided matching platform can successfully compete by limiting the number of choices it offers to its customers, while charging higher prices than platforms with unrestricted choic...
Published 1 August 2018
Article
Power imbalance, mutual dependence, and constraint absorption: A closer look at resource dependence theory
Despite ubiquitous references to Pfeffer and Salancik’s¦classic volume, The External Control of Organizations,¦resource dependence theory is more of an appealing¦metaphor than a foundation for test...
Published 1 January 2005
Insight for Executives
Report
DTAC and IMD: Deep cultural change journeys for senior intact teams
By 2019 dtac, the third largest cellphone operator in Thailand, was beginning to see results from the strategic turnaround it had started the year before. But much remained to be done regarding th...
Published 1 March 2021
Driving growth in the time of crisis
Video
Driving growth in the time of crisis
Driving growth in the time of crisis webinar with Goutam Challagalla and Misiek Piskorski
Published 18 June 2020
Article
How legacy businesses can compete in the sharing economy: By harnessing sensor data from the internet of things, providers of traditional products and services can participate in the sharing economy — boosting revenue in the process.
The term platform is commonly associated with vibrant ecosystems that connect various sets of users — drivers with riders (Uber), property owners with renters (Airbnb), searchers with advertisers (...
Published 8 June 2020
Thrive as an LGBT+ executive or ally
Article
Thrive as an LGBT+ executive or ally
As societies across many parts of the world are making legal and cultural progress to embrace the LGBT+ communities, many companies lag behind this process. LGBT+ executives still find it difficult...
Published 20 June 2019
Building a fairer society requires a new kind of leadership
Article
Building a fairer society requires a new kind of leadership
Gender inequality in work has been associated with the legacy of traditional gender specific roles, different approaches to education, negotiation and career choices, and prejudices and biases that...
Published 14 June 2019
Report
SCB and IMD: Accelerating digital transformation at Thailand's oldest bank
In 2016 Thailand’s Siam Commercial Bank (SCB) embarked on a major digital business transformation journey in response to intensifying competition and deregulation. Seeing its traditional strengths...
Published 1 March 2019
Digital transformation at Axel Springer
Case Study
Digital transformation at Axel Springer
The case traces the digital transformation journey of Axel Springer, one of Europe’s largest media houses, from a traditional print business to a digital powerhouse in the online world of paid cont...
Published 30 December 2016
What have digital and social media done to your strategy?
Article
What have digital and social media done to your strategy?
Firms today are beginning to understand the importance of social and digital media to their corporate strategies. They have struggled to survive during a period that has greatly threatened their bu...
Published 5 April 2016
What have digital and social media done to your strategy and what should
you do about it?
Article
What have digital and social media done to your strategy and what should you do about it?
In September 2015, almost 100 senior executives with diverse industry backgrounds and expertise attended an IMD Discovery Event on digital and social media. They had the opportunity to analyze how ...
Published 6 March 2016
The stark choice of digital transformation:
Evolve or be disrupted
Article
The stark choice of digital transformation: Evolve or be disrupted
There have always been market disruptions as new technologies emerge. How is “digital” different? Most importantly, what are the best strategies for businesses to adopt in order to successfully und...
Published 16 October 2015
Designing a high performance organization
Article
Designing a high performance organization
• Organization redesign has a greater probability of succeeding if it occurs before it is necessary. It is really difficult to achieve if the company is already in crisis mode. • Each stage should ...
Published 17 March 2015
9 Reasons why China loves the internet
Article
9 Reasons why China loves the internet
The size of the Chinese Internet is staggering. There are almost 650 million Internet users in China now, more than in any country in the world - next highest is the U.S, with almost 280 million. T...
Published 12 March 2015
A Social Strategy
Book
A Social Strategy
Almost no one had heard of social media a decade ago, but today websites such as Facebook, Twitter, and LinkedIn have more than 1 billion users and account for almost 25 percent of Internet use. Pr...
Published 24 May 2014
Article
Competing by restricting choice: The case of search platforms
Seminal papers recommend that platforms in two-sided markets increase the number of complements available. We show that a two-sided platform can successfully compete by limiting the choice of poten...
Published 26 March 2013
Article
Social strategies that work
More than a billion people use social platforms such as Facebook, eHarmony, Renren, and LinkedIn. What’s the attraction? They satisfy two basic human needs: to meet new people and to strengthen exi...
Published 1 November 2011
Article
Mapping the social internet
Blogs. Status updates. Family photo albums, political tweets, viral videos. In the age of the social web, many people broadcast themselves to the world, but not everyone does it in the same way. Us...
Published 1 August 2010
Programs
On campus
Orchestrating Winning Performance

Reset for sustainable and inclusive growth

IMD's signature program, OWP, brings you the latest business trends, thought leadership and insights to revitalize your business, drive innovation and lead you forward. Fully customizable schedule. For executives and teams.

Location: Lausanne Length: 5 days Fee: CHF 10,900 Next start: 26 June 2023
liVe virtual
Organizational Learning in Action

Executing strategy through world-class learning and development

Empowers corporate learning professionals to develop and implement successful learning strategies across their organizations and drive business growth as a result.

Location: liVe virtual Length: 5 weeks (two half days weekly) Fee: CHF 9,000 Next start: 15 November 2022
On campus
High Performance Boards

How board directors make a real difference

Inspired by the latest research and drawing on more than 40 years of board education experience, High Performance Boards examines issues related to supervisory board performance and effectiveness.

Location: Lausanne Length: 3 days Fee: CHF 12,500 Next start: 28 November 2022
Blended
Advanced Management Program

Strategically rethink your business today to stay ahead tomorrow

A comprehensive strategic and leadership program, to enable top-level managers to understand complex market forces and strategically re-evaluate and capture tomorrow’s opportunities for their business.​

Location: Blended Length: 1 week liVe virtual + 2 weeks on campus Fee: CHF 30,000 Next start: 11 October 2022