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Companies need contingency plans if they see a Brexit-like disruption on their horizon.
Ron Adner (Tuck School of Business), interviewed by Frieda Klotz
When a group of industry leaders work together to find new solutions and products, who’s in charge?
David H. Autor
Human labor isn’t going away, but automation may greatly affect the quality of available jobs.
MIT Sloan Management Review
This year’s winning article is “Accelerating Projects by Encouraging Help,” by Fabian J. Sting, Christoph H. Loch, and Dirk Stempfhuber. The authors examine project planning and execution challenges and describe a case study of a company that designed a help process to encourage workers to seek and provide mutual assistance. The Beckhard Prize is awarded annually to the authors of the most outstanding MIT SMR article on planned change and organizational development.
Fabian J. Sting et al.
How can companies get employees to pull together to meet project deadlines? It turns out that establishing psychological safety and promoting cooperative behavior can be just as important as good planning. This case study of management innovation at Roto Frank, a German company that produces hardware for industrial and residential windows and doors, highlights the difficulties of project planning and execution — and the benefits of building a positive feedback cycle.
June 3, 2016 | Duncan Simester
Making the transition from management to leadership requires managers to exercise skills in strategic thinking — skills they don’t often get to practice in the action-oriented environment they know best. Managers moving into senior leadership must learn to embrace ambiguity and uncertainty and learn the importance of taking time to think things through.
Paul J.H. Schoemaker and Steven Krupp
Asking the right questions can help you broaden your perspective — and make smarter decisions.
Shardul Phadnis et al.
New research finds scenario-based decision making helps increase executives’ strategic flexibility.
Felipe A. Csaszar and Alfredo Enrione
Research offers insights into when trying to reach consensus is the right course, and when it isn’t.
Albrecht Enders et al.
To get the best results from a decision matrix, managers should expand the options used to frame it.
Matthias Seifert et al.
Managers have an opportunity to interrupt a sometimes vicious cycle between trust and commitment.
Hari Kumar and Satish Raghavendran
Team-based contests that draw on creativity and collaboration skills can build motivation in employees.
V. Kumar and Anita Pansari
Research suggests that high levels of employee engagement are associated with higher rates of profitability growth.
September 15, 2015 | Douglas A. Ready and M. Ellen Peebles
Aspiring corporate leaders first learn to build and implement visions for their individual business units. But as they advance in their careers, executives also must learn how to lead with an enterprise perspective. The essence of enterprise leadership lies in the need to combine two often incompatible roles: being both an advocacy-oriented builder who can develop a unit’s vision, and an integration minded broker who can integrate the unit’s vision into the wider corporate vision.
To limit risk, boards should take a tough, honest look at why the C–suite has so little diversity.
Robert G. Eccles and Tim Youmans
The board of Sweden’s Atlas Copco broke new ground in sustainability via its 2015 Annual Report.
Pankaj Ghemawat and Herman Vantrappen
National diversity of top management should be a topic of conversation for boards of directors.