Innovation Strategy

Sustainability efforts often get blamed when companies trip up. That’s not fair or logical.

The fall 2023 issue of MIT Sloan Management Review examines innovation systems and strategies for business leaders.

New research shows how companies can advance open innovation by integrating customers’ ideas into product development.

Giving more new ideas an opportunity to develop over time can give rise to unexpected breakthrough innovations.

The summer 2023 issue of MIT Sloan Management Review examines risk, disruption, AI, finance strategy, and equity.

Exponential growth has been key to technology’s progress. The same is needed for climate action.

On the Me, Myself, and AI podcast, venture capitalist Hina Dixit shares her criteria for investing in AI startups.

Two business strategists explore ChatGPT’s capacity for generating new ideas and strategies — and where it falls short.

The authors created a three-step framework aimed at helping leaders at incumbent companies identify and execute their deep-tech engagement strategies.

Even iconic products need updates to stay relevant, but businesses can retain loyal customers while attracting new ones.

Business leaders who write competitors’ actions off as irrational risk getting blind-sided.

Research finds fear of failure could keep an innovator from launching a new creative endeavor after an early success.

Many companies master new business ideation and incubation, but few follow a rigorous scaling path.

Many R&D employees pursue underground side projects. Surfacing such innovations can reap benefits for their employers.

Based on their research, the authors share four key ways companies can advance their strategic data-sharing initiatives.

Innovation needs to follow a disciplined process to avoid creating solutions looking for problems.

This issue of MIT SMR focuses on customer relationships and their connection to innovation and value.

Businesses in China source more innovations from customers and market-facing sources than companies elsewhere do.

Leaders can improve the odds of design-thinking success by first ensuring that their organization is prepared for it.

Connecting companies to clusters of startups, researchers, and investors can accelerate corporate innovation.