Disruption

The pandemic has upended business. Let’s consider how managers should respond.

TCS and Halliburton Landmark executives discuss digital transformation in the oil and gas industry.

The most popular articles of 2020 gave companies and leaders insights on navigating disruption, uncertainty, and change.

Learn how to navigate post-pandemic supply chains in this recent webinar with MIT professor Yossi Sheffi.

Rapid exploration and experimentation often outperform a more deliberative approach to problem-solving.

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.”

Developing truly innovative strategy requires workshopping your own company’s disruption.

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.

Three uncertainties confront any disruptive innovation: technology, ecosystem, and business model.

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.

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

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.