Fall 2020 Editorial Preview

This issue of MIT SMR offers up important solutions for achieving success in critical areas of management. Read the full lineup below.

Content subject to change.

Special Report: Reboot Your Strategy

The MIT SMR special report provides ideas that leaders can put to work as they rethink strategy for a reimagined future.

Plotting Strategy in a Dynamic World

Companies can no longer rely on exercises to spot — and capitalize on — emerging threats and opportunities.

— David J. Teece (Haas, Berkeley), Paul G. Raspin (Stratevolve, Cranfield University), and David R. Cox (Berkeley Research Group)

Why Sensemaking Is a Critical Capability

Organizations should formalize practices that help leaders and employees understand a complex and unpredictable world.

— Deborah Ancona (MIT Sloan School of Management), Michele Williams (Tippie, University of Iowa), and Gisela Gerlach (University of Koblenz-Landau)

Disrupt Your Own Business First

Planning the future for your company begins with knowing how to destroy it.

— Ian. C. Woodward (INSEAD), V. “Paddy” Padmanahan (INSEAD), Sameer Hasija (INSEAD), and Ram Charan (independent consultant)

How to Make Cybersecurity a Strategic Asset

By elevating cybersecurity from an operational necessity to a source of opportunity, leaders can boost resilience and business advantage.

— Manuel Hepfer and Thomas C. Powell (both from Said Business School, Oxford University)

Articles Featured in the Fall Issue

Being the Agile Boss

Leading through radical uncertainty requires you to focus on your team, your network, and yourself.

— Linda A. Hill (Harvard Business School)

Getting Smarter About Smart Buildings

By better integrating human and device intelligence, we can foster collective intelligence.

— Ethan Bernstein (Harvard Business School)

Can Surveillance AI Make the Workplace Safe?

It’s possible to protect employees’ health and well-being by digitally monitoring their behavior, but how far should companies go?

— Tomas Chamorro-Premuzic (ManpowerGroup, University College London, and Columbia University)

How to Sustain Your Organization’s Culture When Everyone Is Remote

The coronavirus pandemic’s office exodus risks diminishing company culture unless leaders take action to support it.

— Jennifer Howard-Grenville (University of Cambridge)

Why Our Knowledge Economy Can Survive the New Age of Pestilence

Today’s engines of economic growth may lessen the long-term economic impact of the COVID-19 pandemic.

— Joel Mokyr (Northwestern University)

COVID-19 and the Great Innovation Deceleration

Our response to the pandemic could damage the world’s collective brain.

— Carl Benedikt Frey (Oxford Martin School at Oxford University)

Innovation’s Uncertainty Factor

Innovators must ask five critical questions to anticipate the trajectory and impact of a disruptive value proposition.

— Rahul Kapoor (University of Pennsylvania) and Thomas Klueter (University of Navarra, Barcelona)

Overcoming the Innovator’s Paradox

Although many people say they like radical ideas, the greater the risk and uncertainty, the more skittish potential supporters become. Fortunately, there are strategies for breaking through.

— Jeff Dyer (Brigham Young University), Nathan Furr (INSEAD), and Mike Hendron (Brigham Young University)

How to Reconcile Your Shareholders With Other Stakeholders

Identify which stakeholders will create long-term value for shareholders — and avoid the value-destroying traps associated with others.

— Paul Strebel, Didier Cossin, and Mahwesh Khan (all from IMD)

The Four Competencies Every IT Workforce Needs

Your IT workforce needs four critical competencies to succeed in the digital age.

— Ayse Karaevli, Serden Ozcan, and Anja Wintermeyer (all from WHU-Otto Beisheim School of Management)

Why Social Responsibility Produces More Resilient Organizations

Companies have more staying power when management decisions consider a diverse range of interests.

— Sarah Kaplan (University of Toronto’s Rotman School of Management)

Competing on Customer Outcomes

Technology is making accountability for customer outcomes a strategic imperative in more and more markets. Does the way you earn revenue reflect this new reality?

— Marco Bertini (Esade—Universitat Ramon Llull) and Oded Koenigsberg (London Business School)

When Collaboration Fails and How to Fix It

Leaders can diagnose team dysfunction by looking for six common patterns.

— Rob Cross (Babson College and Connected Commons) and Inga Carboni (College of William & Mary)

Driving Growth in Digital Ecosystems

Developing the right capabilities for digital partnering is key to getting value from your ecosystem strategy.

— Ina Sebastian, Peter Weill, and Stephanie Woerner (all from MIT CISR)


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