Gerald C. (Jerry) Kane, Rich Nanda, and Anh Phillips, authors of the book The Transformation Myth, outline the traits and principles essential for adapting to disruption, especially following the COVID-19 pandemic.
The collective intelligence of remote teams, synthetic data for machine learning, and delegation to bridge virtual distance.
The pandemic’s impact on business strategy, digital superpowers to thrive through disruption, and “explicit uncertainty” to avoid algorithmic harm.
Ten key cultural factors for employee retention, the invisible burdens of collaboration, and the problem with certainty.
Top MIT SMR article topics include work and strategy redesign, and developing leadership skills for the hybrid future.
In this Q&A, ADP CTO Urvashi Tyagi describes a career spent solving problems that span technology, culture, and mindset.
Leaders can make smarter customer strategy decisions in turbulent times through sound economic and strategic thinking.
A framework to help leaders understand how they weathered COVID-19 and to keep leveraging their new innovation skills.
Leaders must plan now for a workplace forever changed by COVID-19.
Advice on how leaders can support their teams in times of uncertainty and change.
When environments are complex and dynamic, strategy is about adaptability.
The most popular articles of 2020 gave companies and leaders insights on navigating disruption, uncertainty, and change.
Companies can use data and collaborative scenario plans to enhance supply chain responsiveness.
In an era of constant change, data and analytics teams must change rapidly to enable businesses to survive, never mind compete.
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.”
Four team management practices have been key to navigating the initial pivot to virtual workplaces.
Strategically guarding against panic, passivity, and impulsivity can help companies cope with uncertainty.
In a crisis, it’s easy to unconsciously prioritize the past. But this is the time to look forward.
Harvard’s Eric McNulty shares lessons from past crises that leaders can apply during the current pandemic.
Adjusting business strategies and plotting comebacks in the face of uncertainty.