Resilience

MIT SMR’s fall 2024 issue highlights the need for personal and organizational resilience amid global uncertainty.

MIT Sloan Management Review’s summer 2024 issue highlights ways to better support customers, partners, and employees.

CEOs who led their companies through serious cyberattacks share lessons learned and ways to boost your cyber resilience.

A more logical approach to risk management can help leaders sustain value generation through disruption and uncertainty.

Organizations can apply biology-inspired adaptive design principles to become more resilient against cyberattacks.

Leaders should build resilience, local agility, and portfolio agility to prepare for economic uncertainty.

To strengthen resiliency, companies need to build flexibility into the supply chain talent base.

A roundup of MIT SMR articles to help business leaders navigate the uncertainty and volatility of an economic downturn.

To build resilience into DEI initiatives, companies must invest in programs that support underrepresented employees.

Lessons and insights from past cyberattacks can help companies prepare and respond more successfully to future threats.

Deciding whether to pay up when cybercriminals hold data hostage may depend on choices made long before an attack.

The authors suggest five actions leaders can take to create a workplace that supports employees and fosters resilience.

Top MIT SMR article topics include work and strategy redesign, and developing leadership skills for the hybrid future.

MIT SMR is free to access March 2-4. We have recommendations to help you start solving your management challenges.

A global survey reveals the pandemic’s effect on employee resilience and engagement and points to ways to improve them.

2020’s leadership lessons, assessing alliances, and a “whole company” approach to social responsibility.

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

A global study of resilience and engagement explores the tools people use to stay strong in a crisis.

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.