Opinion & Analysis

The authors, including the Tata Group’s former chairman, say companies need “a deeper purpose.”

Technology-driven change is a given these days. The problem: Companies often struggle with change.

MIT Sloan Management Review asked two professors who are sustainability experts to comment on Caesars’ progress thus far.

To judge by the business media, you’d think top executives have to have charisma. Think again.

Two recent books focus on different aspects of innovation — within and outside the organization.

Boards need to monitor not only a company’s risks but also its ability to generate opportunities.

New CEOs need to quickly establish themselves and communicate their vision.

Sustainable development expert Jorgen Randers offers a vision of the world in 2052. It’s not pretty.

Savvy executives develop relationships in the social space between public and private realms.

As a business diversifies, it may need more than one supply chain. Here’s how Dell did it.

A guide to help boards and CEOs decide which type of CSO is ideal for their leadership teams.

Logistics clusters create jobs that are difficult to move offshore and lead to economic growth.

Leaders must learn to address complex problems, think critically and question their own assumptions.

Sustainability programs will not make long-term progress unless boards change how they operate.

What happens when successful companies in emerging markets make the leap into more developed ones?

How do the insights from big data differ from what managers generate from traditional analytics?

Too many executives confuse what an innovation is with what an innovation would do for them if they had one.

Tough economic times can lead to misguided perspectives.

For a decade, China was automatically the answer to many manufacturing questions. That’s changing.