We're sorry, we can't find the page you're looking for.
Try searching for the page you're looking for:
Han Smit and Dan Lovallo
Deal markets can be “hot” or “cold,” and that can bias executives’ evaluations of potential acquisitions.
Pankaj Ghemawat and Herman Vantrappen
National diversity of top management should be a topic of conversation for boards of directors.
Peter Weill and Stephanie L. Woerner
To prepare for digital disruption, companies need to consider which of four business models to adapt.
September 1, 2015 | Shlomo Ben-Hur, Bernard Jaworski, and David Gray
Too many corporate learning and development programs focus on the wrong things. "The word ‘learning,’ which has largely replaced ‘training’ in the corporate lexicon, suggests ‘knowledge for its own sake,’” write the authors. “However, to justify its existence, corporate learning needs to serve the organization’s stated goals." Understanding the strategic agenda of the CEO should be a top focus of learning leaders, who can then developing an agenda that is reflective of the CEO’s priorities.
Joseph Fiksel et al.
Companies need to cultivate resilience to unexpected disruptions to complex supply chains.
Paul Strebel and Salvatore Cantale
Is your company focused on creating value — or on siphoning it off from others?
Michael Meehan (GRI), interviewed by David Kiron and Nina Kruschwitz
Sustainability reporting isn’t about being eco-friendly — it’s about managing business risks.
Sunil Chopra and ManMohan S. Sodhi
Overinvesting in supply chain protection may be more profitable than not investing enough.
New tech can create new hazards for users — and for companies. Here’s how to limit the risk.
Renee Boucher Ferguson
By exploiting organizational data, managers can derail some risky blind spots.
What can companies do to position themselves most strongly in their industries? These articles from the MIT SMR archives focus on business model innovation.
Companies need to focus their online strategies to create a successful digital business model.
John Mullins and Randy Komisar
From Apple to Twitter, some of the most successful businesses are not what their inventors originally envisioned.
George Westerman and Didier Bonnet
By using mobile devices, social media, analytics and the cloud, savvy companies are transforming the way they do business.
December 4, 2014 | Andrew King
Managers in some leading companies have pioneered a new approach to sustainability. In this approach, businesses have the potential to be rule makers as well as players in establishing environmental regulations. “There is an expression in Washington,” says DuPont’s Michael Parr, “that it is better to be at the table than on the menu.” Indeed, by engaging with government on the structure of the phaseout of air conditioning chemicals, DuPont helped bring an end to one profitable product life cycle and spawn another.
How are real-world companies establishing strategy and preparing for innovative competition in today’s global economy? Open access to this group of MIT Sloan Management Review articles on the essentials of strategy is provided courtesy of Wharton Executive Education.
Paul J.H. Schoemaker and Steven Krupp
Asking the right questions can help you broaden your perspective — and make smarter decisions.
Salvatore Parise et al.
There's a link between the amount of diversity in employees’ Twitter networks and the quality of their ideas.
Alexander Laufer et al.
Successful project managers often combine elements of traditional and agile approaches to project management.
José F.P. Santos and Peter J. Williamson
Across a broad swath of industries, multinationals are losing ground in emerging markets to local players.
Sarah Kaplan and Wanda Orlikowski
In turbulent markets, managers can build momentum for innovative strategies by rethinking the past, reconsidering present concerns – and reimagining the future.
Didier Cossin and Estelle Metayer
Strategic thinking by corporate boards is more important than ever for business survival.