MIT Sloan Management Review (MIT SMR) explores how leadership and management are transforming in a disruptive world. They help thoughtful leaders capture the exciting opportunities—and face down the challenges— created as technological, societal, and environmental forces reshape how organizations operate, compete, and create value.
For decades, researchers have published findings in MIT Sloan Management Review about developing and executing strategy. This collection offers a dozen of our most popular strategy articles of all time. “Strategy, at its heart, is about choice,” write the authors of “Turning Strategy Into Results,” an article featured below, which takes a keen look at how leaders…
The COVID-19 pandemic has suddenly and dramatically upended the working world, creating unanticipated business and leadership challenges. Some organizations are pivoting hard to new delivery channels, new products, and new operating models without having enough time to manage the impact of these changes thoughtfully. As a result, many executives currently find themselves shooting from the…
Assumptions lead to the mother all F@!$ ups. We are overwhelmed by data and using it correctly is essential. Your customers and brands can be hurt and damaged due to bad data and AI systems that have not been thought through. This represents a new and very real challenge for businesses to address. Everything from…
MIT Sloan means that innovation is one of the driving forces in our world. The constant creation of new ideas and their transformation into technologies and products forms a powerful cornerstone for 21st century society. Indeed, many universities and institutes, along with regions such as Silicon Valley, cultivate this process. The crux of the article…
MIT Means that we need a more nuanced approach to predicting job performance. For all the promise new predictability techniques hold, it’s difficult to measure something as complex as a person for several reasons, we must concur. The best guess here regarding personality and potential tests is that results have been mixed (at best). On the one…
How can organizations achieve their strategic objectives? Few questions are more fundamental in business, and yet few resources are available to provide clear, concise answers. To address this gap, Donald Sull, a senior lecturer at MIT Sloan and his co-authors, have partnered with MIT Sloan Management Review on the ongoing Strategic Agility Project. Highlighted here in this…
