The starting point for managing age diversity is to develop a basic understanding of cross-age differences in working style. The authors found that management style varied more with age than with any other characteristic in their survey. Younger managers prefer narrower approaches to management, while older ones tend to work through others and focus on the big picture. Being attuned to style differences can make it easier for individuals to navigate their working relationships effectively.

Traditional SMART goal setting works well on an individual level, but isn’t quite as useful for companies as a whole — because such goals lack transparency, so it’s hard to align them across employees and business silos. A new framework for goal setting for improved alignment uses the acronym FAST: set goals frequently, make them ambitious, measure them with specific metrics, and make them transparent.

In the 2018 Digital Business Report, MIT SMR and Deloitte find that digitally maturing organizations encourage distributed leadership and a healthy appetite for experimentation.

Younger organizations realize certain advantages through their approaches to organization design, leadership development, and data-driven decision-making.

In a Q&A, Sydney Finkelstein, the author of Superbosses: How Exceptional Leaders Master the Flow of Talent, notes that employees entering the workforce today have technological capabilities unmatched by any workforce before them. That’s changing the way leaders must operate. Today’s best leaders embrace technology as a management tool but retain a human touch, creating opportunities for the employees they manage and enabling flexible work practices.

Twenty-three of the 50 top management thinkers in the world have had their work featured in MIT Sloan Management Review. The list comes from thinkers50.com’s 2017 global ranking of management thinkers. List members published in MIT SMR include Don Tapscott, Clayton Christensen, and Lynda Gratton. MIT SMR congratulates its contributors on this honor.

Investopedia CEO David Siegel doesn’t micromanage — except when it comes to employee seating arrangements. He personally recommends where each new employee should sit with an eye toward improving collaboration between departments. And his entire executive team sits together — no offices, cubicles, or preferential seating. He argues that this approach to team building and breaking down silos has been critical to his company’s success.

What happens when a company whose roots go back over a century — a bank, no less — decides to adopt agile management methods developed in the software industry? Though ING bank in the Netherlands is less than three years into the process — and it’s therefore premature to declare the initiative a success — taking a deep dive into the organization’s early experience with agile is nonetheless instructive.

A study of 250 global companies found that a company’s digital intelligence is informed by four dimensions: strategy, culture, organization, and capabilities. Within these dimensions, the research identified 18 management practices that contribute the most to digital leaders’ financial and market success — and offer a road map for companies seeking to expand their digital know-how.

Leading a successful digital transformation isn’t about technological skills — it’s about being willing to experiment and take risks.

In the short term, ignoring or stifling employees’ negative emotions is easier for managers than addressing the problem. But since brushing aside negative emotions can lead to high costs from reduced employee productivity, engagement, and effectiveness, executives should learn what to look for and how to respond.

Rather than trying to predict the future, organizations need to strengthen their abilities to cope with uncertainty. A new approach to scenario planning can help companies reframe their long-term strategies by developing several plausible scenarios.

Any approach to leadership development that tries to reduce the complexities of leadership to a series of standard boxes to be ticked or traits to be emulated will have little enduring impact.

New research suggests that a particular set of management practices, which the authors call structured management, is tightly linked to performance and success. For instance, consistent hiring, performance review, and incentive practices are as important to productivity as research and development investments, and more than twice as important as IT implementation. The research shows that manufacturing plants using more structured management practices have higher productivity and profitability.

As busy as they are, leaders need to find ways to observe fundamental work processes in their organizations. When they do, they usually discover that there are gaps between theory and reality in how works get done. Michael Morales’ experience — in which identifying and addressing such gaps led to his company saving $50,000 in just 60 days — is a case in point.

Within a business, opposing ideas typically lead to conflict and, in the face of conflicting demands, managers will feel anxiety, stress, and frustration. However, the authors’ research at Aeon Co. Ltd., one of Japan’s largest retailers, suggests that a positive approach to handling conflicts between opposing ideas can create new value for a company.

Managers should make it a priority to identify and understand the components of process success rather than waiting to dissect a failure.

Before you adopt any popular new management approach, it pays to analyze the implicit values embedded in it. Then ask yourself: How well will those values fit our existing organizational culture?

Top management buy-in, articulating the business case, and ensuring employees have the support and training they need are essential for digital transformation.

In the spirit of the resolution season, here is an incomplete list of my commitments to my organization, the people who compose it, and to you, our audience, without whom we do not exist.