The Best of MIT Sloan Management Review

Rather than quietly disengaging at work, employees should speak up, seek feedback, and strive for excellence.

Successful business model innovation requires an understanding of how business models evolve.

Leaders need to examine their core beliefs if they want to prosper in a COVID-19 world.

New research points to the potential of professional development training for boosting teams’ collaboration skills.

Data analysis reveals the top reasons behind the Great Resignation and actions managers can take to reduce attrition.

Mistakes and critical incidents can serve as learning opportunities and help build a culture of growth and innovation.

As the digital economy continues to reshape work and business practices, leaders need to develop new approaches to guide their teams and organizations forward. But an authoritative 2019 study finds that leaders themselves are falling behind. MIT Sloan Management Review and Cognizant surveyed more than 4,000 leaders worldwide, conducted executive interviews and performed sentiment analysis – only to find that most leaders are holding their teams and organizations back by clinging to outdated leadership concepts and practices. Luckily, this report offers clear, actionable guidance to help leaders transform.

Leaders need a blend of traditional and new skills to steer their organizations into the future.

The 2015 Digital Business Report by MIT SMR and Deloitte identifies strategy as the key driver in the digital arena.

The competitive advantages offered by digital technology have evolved. Here’s how to capture them.

Research suggests that high levels of employee engagement are associated with higher rates of profitability growth.

Leaders are meeting employee demands for more flexible work arrangements amid culture and innovation concerns.

«The authors’ research into hybrid work originated from a series of online workshops with managers from 20 global companies that began in March 2020 and continued every three months for a year.»

Advice for managers on addressing the “quiet quitting” phenomenon and increasing employee engagement.

A global survey reveals the pandemic’s effect on employee resilience and engagement and points to ways to improve them.

The authors suggest five actions leaders can take to create a workplace that supports employees and fosters resilience.

Supply chain risks have become nearly incalculable. Managing them requires a capabilities-driven mindset.

The COVID-19 pandemic underscores why disaster preparedness is vital for supply chain resilience.

Research shows that managers must incorporate relational power into their leadership approach in virtual work settings.

«Relational power is derived from the ability of an individual to wield influence on others without necessarily being in a formal hierarchical role»

The world is changing at a breakneck pace. Can you tell where your company will be in a year? Three years? Ten? You can’t predict the future, but an assessment of your staff’s skills can give you a good idea of how prepared you are for disruption from robotics, AI, virtual reality, and a host of other technological advancements. Cultivate four key aptitudes in your workforce to gain a competitive advantage.

Learning at work is work, and we can make it easier.

Empathy and creative thinking are valuable skills in the workplace, but they’re hard to teach.

Businesses are discovering the power of emotion to forge memorable customer experiences, inspire loyalty and influence purchasing decisions. Drawing from behavioral and quantitative research as well as marketing strategies from automaker Ferrari, watchmaker A. Lange & Söhne, and other high-performing companies, Harvard Business School professor Stefan Thomke delves into the psychology and power of emotional customer experiences in this insightful article for MIT Sloan Management Review.