Exploring the Digital Future of Management

Coming to Grips With Dangerous Algorithms

With a new scrutiny around technology user data and privacy, we must not forget about the potential dangers of the technology itself.

Coming Soon: MIT SMR’s Sports Analytics Podcast

Subscribe – Counterpoints Podcast

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Special Report: What’s Next With Blockchain?

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Implementing Effective Leadership

Why People Believe in Their Leaders — or Not

Credibility hinges on perceptions of competence and trustworthiness, which develop out of specific behaviors leaders take. Regaining lost credibility is difficult, but can be done.

Leading Into the Future

As our world and the nature of work fundamentally changes, leaders must consider necessary new skills and accompanying mindset shifts.


Preparing for the Coming Skill Shifts

CEOs worry about ensuring that their companies have the right skills mix to thrive in the age of AI and automation, and they’re smart to be thinking about talent at a strategic level. But the external labor market can do only so much to address the anticipated shifts in demand. So companies should double down on retraining the people they have, with an emphasis on lifelong learning and adaptability.


Digital Communication

Using Digital Communication to Drive Digital Change

Leaders seeking to initiate digital change must model the behaviors they want to see.

What Managers Can Gain From Anonymous Chats

Anonymous digital dialogues with employees can help managers build trust and increase engagement.

How Should Companies Talk to Customers Online?

Digital customer service platforms offer better service when they use customer-centric language.

Maximizing the Impact of Enterprise Social Media

Enterprise social media is most effective when both cultural and IT factors are addressed.


“Cultivating Today’s Mobile Workforce”

This collection of MIT SMR articles delves into how today’s employees operate anywhere and everywhere, thanks to technology and flexible work environments. (Registration required.)

Articles included in this collection:

Five Ways to Improve Communication in Virtual Teams
By N. Sharon Hill and Kathryn M. Bartol

Should Your Company Embrace Coworking?
By Gretchen M. Spreitzer, Lyndon E. Garrett, and Peter Bacevice

The Unique Challenges of Cross-Boundary Collaboration
By Amy Edmondson, interviewed by Frieda Klotz

Cultivating Today’s Mobile Workforce - PDF


Free download of this collection MIT SMR articles is brought to you by Brother Business Solutions.

What Is the Role of Business In Solving Social Problems?

Critical Questions Live: Is It up to Business to Save the Planet?

With climate change reaching a critical tipping point, business leaders must ask themselves what they can contribute to solving the challenges facing the planet. MIT’s Yossi Sheffi and sustainability expert and author Andrew Winston debate and discuss the role of business in supporting sustainability goals.

Finding Good News for Human Rights After Khashoggi

The room to maneuver on business and human rights has significantly expanded with the exposure of journalist Jamal Khashoggi’s brutal death. Companies must take advantage of this moment to prioritize human rights. Now is the time for business leaders and company boards to get on the right side of history — or risk becoming complicit.



Meeting Marketing Challenges


Jump-Starting Innovation

Breaking Logjams in Knowledge Work

September 6, 2018 | Sheila Dodge, Don Kieffer, and Nelson P. Repenning*

Despite the well-documented costs of overload, many leaders still think organizations thrive under pressure. They have a lot to learn from manufacturing, where managers have adopted a “pull” system to manage task flow, improving productivity and performance. This concept can be used to prevent overload in knowledge work, too. And “visual management” techniques make it easier to apply pull thinking to a portfolio of projects by rendering nonphysical tasks tangible. Two recent changes at the Broad Institute, an MIT-affiliated biomedical and genomic research center, illustrate how.