Strategy

In this video, learn how to avoid the most common pitfalls leaders face during a pivot in corporate strategy.

The green energy transition is underway — and inaction is a risky business bet.

MIT SMR’s fall 2024 issue highlights the need for personal and organizational resilience amid global uncertainty.

CEOs can foster a more effective C-suite by better balancing the tension between collaboration and competition.

Defining constraints can help large companies foster both employee autonomy and organizational and strategic alignment.

As companies proceed through the business life cycle, they need to adapt their strategies to fit the stage they’re in.

Learn how one bank boosted collaboration and revenue by training leaders in psychological safety and perspective-taking.

Learn how services firms can transform into product-based businesses to achieve greater scale and profitability.

Real options can help companies value resilience investments to maintain supply chain capabilities no matter the crisis.

Leaders should consider the potential repercussions of the U.S. Supreme Court ruling that overturned the legal doctrine.

Investing in less stable or developed regions can be a source of growth if companies build ties with local communities.

Factory inspections yield more thorough and honest assessments when protections for auditors’ safety are in place.

Digital disruption is not always an organization’s best option. Here’s how to decide whether to disrupt or adapt.

Apply these four lessons to successfully put employees at the heart of strategic planning and benefit from their input.

This issue of MIT SMR focuses on analytics, the challenges of advancing artificial intelligence, and business strategy.

No one can predict the future, but modularizing core capabilities can prepare companies to be ready for the unexpected.

Extract more value from materials and resources and improve sustainability by examining your products’ full life cycles.

Don’t over-rely on a chief information security officer: Every board member must learn cybersecurity.

Selling value requires more than quantifying benefits. It demands a deep commitment to collaborating with customers.

Lufthansa launched an effective program to turn all its leaders into data leaders and propel its digital transformation.