As technology and society continue to rapidly transform, it can also be overwhelming for managers and organizations to think about what to tackle next. With that in mind, we asked recent expert authors what is one critical area where leaders and organizations should focus their efforts in 2020 and beyond.

This week’s must-reads for managers: spark creativity on your teams, the problem with job interviews, becoming a clear and present leader, staying on top of your market, and how to succeed without being the smartest person in the room.

For all the giant leaps promised by artificial intelligence, when it comes to business, what we’ve seen so far amounts to just tiny steps. That’s not necessarily a bad thing; many smart people advise companies to start small with AI. But as Boston College professor Sam Ransbotham notes in this week’s Three Big Points podcast, when you think small, you get small results.

In the 2010s, MIT Sloan Management Review readers gravitated toward articles that will help them prepare for the future of work — and succeed in an ever-evolving present. Topics of particular interest include digital transformation and competition, global talent management, emerging jobs in the AI era, and strategy execution.

In 2019, MIT Sloan Management Review readers gravitated toward articles that will help them prepare for the new world of work. The most popular articles of the year focused on making strategic decisions, finding growth in nondisruptive creation, and embracing the value of obvious insights.

This week’s must-reads for managers: designing AI systems with customer privacy in mind, reshaping the role of CEO, what employees are saying about job automation, and how not to hate the holidays.

Though autonomous technology has a large and growing range of potential applications, it also may threaten users’ sense of autonomy and free will, or their belief that they can decide how to pursue their lives freely. But companies can create systems users don’t hate by protecting users’ autonomy, unpredictability, and privacy.

As the AI field currently stands, deep learning is playing an increasingly critical role. As organizations begin adopting deep learning, leaders must ensure that these artificial neural networks are accurate and precise–lest they negatively affect business decisions and potentially hurt customers, products, and services.

This year’s bestselling articles examine perennial challenges for leaders and organizations. From predicting how technology will impact markets and outcomes to creating successful frameworks for strategic decision-making, this collection of articles gives managers practical insights for leading in an age of uncertainty and disruption.

The technology that underpins deep learning is becoming increasingly capable of analyzing big databases for patterns and insights. Before long, companies will be able to integrate a wide array of databases to discern what consumers want, and then leverage that information for market advantage. Deep learning might also be used to design products to meet consumers’ personal needs. Different types of organizations will try to harness the powers of deep learning in their own ways.

This week’s must-reads for managing in the digital age: avoiding the technology trap; blockchain is vulnerable too; and good storytelling with data.

What makes a company an innovation leader? To a great extent, it’s a matter of mindset. Executives whose technology-led transformation projects aren’t delivering the expected value must make strategic shifts in terms of their companies’ technology adoption, technology penetration, and organizational change.

AI and automation might benefit society at large, but there will be losers in the process, and at times even outright resistance, if people feel that their jobs and incomes are threatened. To avoid a backlash against the technology, governments must address its social costs and pursue policies that kick-start productivity growth while helping workers adapt.

This week’s must-reads for managing in the digital age: What to do when your CEO is fired, making work less stressful for your employees, the lure of “so-so” technology, and why organizations should question the intelligence of AI.

Three common trouble points impede companies moving toward using AI: Leaders are unclear what it means to adopt AI; systems are drawing from too much junky data; and there isn’t a careful balance between customer loss of privacy and the value returned. These problems can be resolved only when leaders pay close attention to the strategic challenges of bringing AI on and approach AI as an integrated element of their processes.

This week’s must-reads for managing in the digital age: the promise of a symbiotic human-AI strategy, how leaders are responding to regulatory rollbacks, spurring innovation through internal-external partnerships, and the power and potential of metrics done right.

To effectively implement AI, organizations will need to use human-centered AI processes that motivate and retrain workers, which shifts the focus from automation to collaboration between humans and machines. To test that idea, an experiment was designed to see how human workers might augment an existing AI system and embrace their new roles as AI trainers — resulting in a symbiotic system that enabled humans and AI to each work to their strengths.

This week’s must-reads for managing in the digital age: Figuring out how to make AI work for you; the obstacles facing women early in their careers; the pitfalls of a transparent world; how CIOs evolve into technology strategists.

Discuss key strategic issues raised in the 2019 MIT SMR-BCG Artificial Intelligence Global Executive Study and Research Report during a live Twitter chat.

AI promises rewards but also comes with risks ― namely, that competitors figure out how to successfully use it before you do. This year’s 2019 MIT SMR-BCG Artificial Intelligence Global Executive Study and Research Report shows early AI winners are focused on organization-wide alignment, investment, and integration.