Exploring the Digital Future of Management

Changing How We Work

Goodbye Structure; Hello Accountability

June 27, 2018 | Jeanne Ross

Companies will be able to operate as true digital organizations only when they learn how to respond quickly to unanticipated opportunities and threats. But instead of restructuring to increase agility, some organizations are assigning accountabilities for specific business outcomes to small teams or individual problem owners. Tackling new objectives is then built around individual flexibility, market-based resource allocation, experimental mindsets, and coaching rather than managing.

Working with Key Performance Indicators

Leading With Next-Generation Key Performance Indicators

MIT Sloan Management Review’s first annual cross-industry survey of senior executives in collaboration with Google offers insight into organizations’ use of key performance indicators in the digital era.



Leading An Ethical Corporation

man going to the light

Building an Ethically Strong Organization

Large-scale misconduct starts small, so prevention should focus on how employees make decisions.


Business, Technology, and Ethics: The Need for Better Conversations

We need a commitment to honestly talk about the challenges technology now poses.


Putting an End to Leaders’ Self-Serving Behavior

Organizations need decision makers with central (and internalized) moral identities.


The Trouble With Corporate Compliance Programs

Companies need a better understanding of how employees reach unethical decisions.

“People Analytics” Comes Center Stage


Companies are increasingly leveraging objective data and deep analysis to support their strategic decisions about talent. Open access to these three MIT Sloan Management Review articles about using data in recruiting, performance evaluation, and other aspects of human resources is provided courtesy of Wharton Executive Education.


Download the Collection

“Big Data Is Driving New Opportunity”

Digital transformation comes in many forms. New technologies are not only changing the services and products companies can provide, but also how companies provide them, and how they do business with one another. The three articles in this collection provide guidance on how companies can explore opportunities for growth, whether it be through new processes, products, or applications. (Registration required.)

Competitive Edge


Free download of this MIT SMR collection is brought to you by Qlik®.

Team Communication

When Communication Should Be Formal

Formal communication channels, such as protocol-guided meetings, are often eschewed by today’s managers and employees, who prefer the ease of email and apps. But informal avenues can lead to oversights and inefficiencies that hurt performance. That’s the central finding of research from IE Business School on manufacturers of high-tech machinery. Fortunately, formal communication protocols can be designed to both maximize performance and overcome people’s resistance to adopting them.


The 2018 MIT SMR Digital Leadership Report

Coming of Age Digitally

June 5, 2018 | Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron, and Natasha Buckley

In the 2018 Digital Business Report, MIT SMR and Deloitte find that digitally maturing organizations encourage distributed leadership and a healthy appetite for experimentation.