At MIT Sloan Management Review (MIT SMR) we share with our readers an excitement and curiosity about how the practice of management is transforming in the digital age. Our expert contributors help leaders explore the trends that are shaping how organizations operate, compete, and create value in a technology-fueled world. We deliver the kind of evidence-based analysis and practical insight that will inspire leaders to do great work.
We distribute our content on the web, in print and on mobile and portable platforms, as well as via licensees and libraries around the world.
We source content for our readers primarily in two ways:
Independent research and ideas from global thought leaders. Since 1959, MIT SMR has been a forum for business-management innovators from around the world to present their ideas and research. Authors have included Christopher Bartlett, Max Bazerman, Erik Brynjolfsson, Henry Chesbrough, Clayton Christensen, Richard D’Aveni, Thomas Davenport, Sumantra Ghoshal, Daniel Goleman, Vijay Govindarajan, Lynda Gratton, Gary Hamel, Rosabeth Moss Kanter, Rhakesh Khurana, Philip Kotler, Ed Lawler, Thomas Malone, Costas Markides, Andrew McAfee, Rita McGrath, Henry Mintzberg, Nitin Nohria, C.K. Prahalad, John Quelch, James Brian Quinn, Peter Senge and Lester Thurow. We work closely with authors to ensure that their articles provide interpretation and analysis for practicing managers: thought-provoking strategies that offer real-world management solutions.
MIT SMR-generated research and ideas (Big Ideas). The MIT SMR Big Ideas are collaborative inquiries capturing the best thinking, reporting, and scholarly research on the management implications of one significant transformation in the business environment. We conduct interviews and original research to explore these implications. The Big Ideas illuminate major changes in the competitive landscape that managers are hungry to understand to inform how they work and lead.
This program explores the most important business opportunities and challenges that managers face from AI. We examine trends in corporate adoption of AI, including how to start and scale AI initiatives and how to combine judgment-focused humans and prediction-focused artificial intelligence agents. A key, cross-cutting theme is the importance of developing management’s understanding of AI to enable more informed business strategies.
MIT SMR-Deloitte research into the future of the workforce offers insight both provocative and disturbing: There is no agreement or consensus around best practice and there is no shared vision about the future role of average or ordinary workers in tomorrow’s digital enterprise. The future is uncharted territory with neither map nor North Star to guide human capital development or investment. Follow this research as we explore the bimodal distribution that may be emerging as some organizations seek to make their human resources (even) more transactional and disposable, while others are looking hard at how to make better bets on longer-term human capital cultivation and returns.
The Strategic Measurement initiative reexamines the role of key performance indicators as a leadership tool. As a growing number of companies avail themselves of new metrics, new data sources, and new measurement tools, how are leaders using these new measurement resources to create organizational alignment and advance strategic objectives? A key, cross-cutting theme is to develop a deeper understanding of best practices around KPIs: What distinguishes KPIs from other metrics? How many KPIs should leadership focus on? How can KPIs be used to effect, rather than assess, change?
MIT Sloan Management Review and Cognizant explore the implications of what it means to be a great leader in a new environment transformed by digitalization and other critical factors. Drawing on a global executive survey and interviews with thought leaders, practitioners, and academics, a series of short articles and a long-form report outline the recent shifts in the business landscape and the resulting mindset and behavior changes that leaders must embrace to succeed in the digital economy.