Blog

Navigating chaos with sensemaking, elevating cybersecurity strategically, and disrupting yourself.

The Fall 2020 issue of MIT SMR offers leaders new strategies for an uncertain business environment.

The COVID-19 pandemic has permanently changed social norms. Although there will be enormous challenges ahead, these changes nonetheless offer business leaders an opportunity to create a future that’s different from — and better than — the prepandemic “business as usual.”

The winner of the 2020 Beckhard Prize is “Improving the Rhythm of Your Collaboration,” by Ethan Bernstein, Jesse Shore, and David Lazer.

Winning back the gig economy, competing with revenue models, and managing teams in uncertain times.

Four team management practices have been key to navigating the initial pivot to virtual workplaces.

The resilient, knowledge-based economy; a COVID-19 data disaster; smart buildings; and democratized AI.

The ease with which consumers have adapted to rapid change signals a future of more disruption.

Three trending emotional priorities show signs of becoming long-term fixtures in consumers’ collective conscience.

It’s time for a reading list that helps you to reflect on what first-rate leadership really means to you.

It’s time to rethink how work gets done in your company by reconsidering its enterprise architecture.

Developing AI-enabled business models, managing corporate social responsibility, and growing digital ecosystems.

Strategically guarding against panic, passivity, and impulsivity can help companies cope with uncertainty.

Leaders must focus on managing the gaps in AI skills and processes within the organization.

The pandemic challenges managers to find a more productive way to meet with employees.

Companies and leaders must strive to build business models using three key components for growth.

Strategizing for change, leading with agility, and developing AI strategy.

A fundamental source of confusion about change is the use of that single term — change — to refer to three distinct strategies.

CFOs need to lead AI technology decision-making — and they should start now.

When we can’t talk face to face, businesses must figure out how to cultivate consumer trust.