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MIT Sloan Management Review congratulates contributors appearing on the Thinkers50 2017 list.
Peter Weill and Stephanie L. Woerner
There are four different paths companies can take to become top performers in the digital economy.
Testing your assumptions in a logical order gives you the chance to make course corrections early.
What happens when a large, established bank decides to adopt agile as a management model?
Evan Apfelbaum, interviewed by Martha E. Mangelsdorf
Research finds that teams lacking diversity may be more susceptible to making flawed decisions.
Nelson P. Repenning et al.
It’s possible to organize work in ways that achieve both agility and efficiency – if you know how.
Bret Sanner and J. Stuart Bunderson
Research finds that the right kind of hierarchy can help teams be better innovators and learners.
Lori C. Bieda
Analytics teams are often underfunded, misunderstood, and starved for talent. Extracting business value from data depends on nurturing the development and effectiveness of these teams — not just in terms of finding talent, but also in terms of getting leaders up to speed on how to use the insights analytics teams produce.
November 22, 2017 | Lynn J. Good, interviewed by Paul Michelman
Traditionally, big energy companies focused primarily on power generation, not customer-centricity. But that’s changing — and today’s digitally empowered customers have opinions about everything from where their energy should come from to when their bills should arrive. Lynn Good, CEO of Duke Energy Corp., reflects on guiding her company through this transformation.
Marcello Russo et al.
For young adults, even a single day without access to their cellphones can be anxiety-producing.
Thomas H. Davenport
It pays to ask yourself whether your job is common and repetitive enough to be done by a machine.
Larry D. Rosen, interviewed by Frieda Klotz
Expectations of immediate responses to digital communications negatively impact productivity.
Some of the thorniest obstacles to achieving digital maturity aren’t technological — they’re political. Most internal political conflicts, however, can be mitigated by a careful, systematic approach to defining, structuring, and deploying large-scale initiatives.
Poor communication between managers and technical experts is an obstacle to technology innovation that literally has been present for centuries. To overcome these issues, leaders need to absorb three key lessons about how to manage the inherent tensions between defining technical requirements and achieving valuable business outcomes.
Martin Reeves et al.
Leaders must move beyond managing their own firms to become active influencers within broader systems.
A vision commonly held throughout the organization must begin with the leader’s image of a credible, optimal future state.
Doug Ready and Alan Mulally
To successfully lead big change initiatives, executives must master a wide range of leadership skills.