Disruption

A new interview series will offer lessons to help leaders manage their teams, navigate complexity, and adapt to change.

Our site is free and unlocked today through Thursday, and we’re offering recommendations to help you tackle your biggest challenges.

Companies can deliver services more efficiently as modular tasks that can be shifted among global teams and locations.

Managers can reenergize their businesses by leading with authenticity and grace during moments of crisis.

The Fall 2020 issue of MIT SMR offers leaders new strategies for an uncertain business environment.

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.”

The ease with which consumers have adapted to rapid change signals a future of more disruption.

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

A fundamental source of confusion about change is the use of that single term — change — to refer to three distinct strategies.

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

A country’s mix of occupations, technology backbone, and demographics impacts its conditions for remote work.

Swarm systems draw input from individuals and use algorithms to optimize system performance in real time.

Columbia’s Rita McGrath discusses how traditional businesses can compete with innovative upstarts.

The MIT SMR site is open to all through March 26 so readers can learn about crisis management.

The Future Today Institute’s Amy Webb discusses 11 ways disruption can sneak up on organizations.

Disruption detection and delusions, ethical implications of new technologies, and nudge engines.

This special issue looks at what it will take to innovate and compete over the next decade.

Clayton Christensen was more interested in getting to the right answer than in being right.

Think you’re aware of the forces that might disrupt your company? Your lens may be far too narrow.

We’ve known for decades what causes disruption. So why are companies still so vulnerable?