In the digital economy, speed matters. To keep pace with customer demands and competitor moves, companies must be able to quickly experiment with a potential offering and, depending on customer response, continuously enrich and scale that offering, or discard it and move on to the next experiment. Innovating at speed means utilizing empowered teams that are aligned to achieve company-wide objectives.

The impact of artificial intelligence on the future of work and organizations was an especially popular topic on MIT Sloan Management Review’s website in 2017. But AI wasn’t the only subject on readers’ minds. Other widely read pieces of new content addressed timely issues like digital transformation and design thinking — as well as perennially important topics such as innovation, strategy execution, problem formulation, and negative emotions in the workplace.

To reach its full potential, the popular innovation methodology must be more closely aligned with the realities and social dynamics of established businesses.

The physical world and the digital world are combining to become “a new hybrid space,” with a blurring of boundaries between areas that are private, public, and shared. Understanding how workforces connect within this new, flexible working environment, says MIT professor Carlo Ratti in a recent webinar, is crucial for designing next-generation offices.

It’s a false construct to divide the world into the creatives and the non-creatives, says IDEO founder David Kelley. He helps business people “turn fear into familiarity, and they surprise themselves. That transformation is amazing.”

In her new book “inGenius: A Crash Course on Creativity,” Stanford’s Tina Seelig explores how to mine and unleash the capacity for creativity and innovation.

Presentation experts Nancy Duarte and Garr Reynolds help world-renowned executives, politicians and thought leaders deliver stronger presentations. Here they reveal how to influence and persuade in a different way, regardless of whether you ever have to communicate via PowerPoint.

Designers at restaurants, theme parks and elsewhere have investigated how to make waiting in line more pleasant. What they have learned has profound implications for all managers.

How does Toyota solve problems, create plans, and get new things done? Company managers use a tool called the A3, named after the international paper size on which it fits, as a key tactic in sharing a deeper method of thinking. This tactic and style of processing information lies at the heart of Toyota’s sustained success.

Information-visualization guru and famed PowerPoint debunker Edward Tufte explains how businesses would think better, make better decisions and present themselves more powerfully if only they would learn to talk — both internally and externally — in facts.

How do some companies get their customers to do something that’s useful for the company but not really for the customer?