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Companies offering aid in a crisis must clarify the ethical and legal ramifications of their actions.

To drive major change, companies must link data quality and data science within the organization.

Rooting out AI bias, assessing new tech investments, and customers’ pandemic-affected preferences.

Leaders’ implicit biases toward new technology can cause them to make poor investment decisions.

Disaster managers must be sufficiently flexible to meet stakeholder expectations, depending on the situation.

Which retail customers will return to in-person shopping as the economy reopens — and why?

Protocols that are used to root out bias in AI tools can— and must — be turned on the industry itself.

Companies today are swimming in data — but how do we build a data strategy that creates value?

Returning “boomerang” CEOs, job crafting, and working with robots.

A comparative investigation of boomerang and non-boomerang CEOs reveals some nonobvious insights and critical implications for leaders.

Job crafting, a proactive take on job redesign, can help improve employee engagement and satisfaction.

Despite advances in automation, good people and good techniques remain essential to manual work.

Companies can better support individual and community well-being through a people-centered approach to profitability.

To make social platforms a more positive force, we must understand the phenomena that drive them.

Navigating chaos with sensemaking, elevating cybersecurity strategically, and disrupting yourself.

The Fall 2020 issue of MIT SMR offers leaders new strategies for an uncertain business environment.

The COVID-19 pandemic has permanently changed social norms. Although there will be enormous challenges ahead, these changes nonetheless offer business leaders an opportunity to create a future that’s different from — and better than — the prepandemic “business as usual.”

The winner of the 2020 Beckhard Prize is “Improving the Rhythm of Your Collaboration,” by Ethan Bernstein, Jesse Shore, and David Lazer.

Developing truly innovative strategy requires workshopping your own company’s disruption.

Most companies treat cybersecurity as an operational issue — and miss out on strategic opportunities.