Adaptation

MIT Press author Ron Adner shares how organizations can think about building competitive advantage in new ways.

An environment of continuous disruption requires the development of digital innovation capabilities.

The emotional desire for certainty often keeps us from seeing other perspectives and understanding how decisions get made.

Businesses that don’t understand the connection between business transformation and culture change risk obsolescence.

Culture change starts with new actions, not with business leaders identifying or articulating a desired culture.

George Westerman outlines how companies can re-think their assumptions about operating in a digital world post-pandemic.

Leading into the future is not for the meek. Nor is it for the arrogant, the bull-headed, or the blindly self-righteous.

When environments are complex and dynamic, strategy is about adaptability.

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.”

Strategizing for change, leading with agility, and developing AI strategy.

Leading through difficult times requires agility to leverage the turbulence around you.

Consumer confidence will be the new currency of business; here’s how companies can respond.

MIT researcher Kristine Dery shares how to make remote work an opportunity for employees to excel.

Instead of living in silos, technology must be integrated into all aspects of business.

MIT SMR takes a look at whether disruptive market forces necessarily doom some players to failure.

In a fast-changing business landscape, it pays to spot digital trends early and prepare to adapt.

Leaders can blend the bold thinking and actions of childhood while maintaining responsibility to the bottom line.

Successful migration patterns can improve business strategy in your company.

Empirical analysis reveals that conventional wisdom about big, risky change initiatives is often wrong.

The U.S. military is experimenting with ways to make faster — and smarter — decisions.