Financial Management & Risk

Do nonfinancial metrics accurately reflect performance? That depends on what you measure — and how.

The 2016 MIT Sloan Management Review/BCG Sustainability Report finds investors’ concerns are being overlooked by executives.

It can be difficult for finance professionals to transition to broader leadership roles.

The Winter 2016 issue of MIT SMR explores how transparency effects the power structure.

Project-centered governance may be an efficient way to organize innovation in fields such as biotech.

How can companies adapt themselves to the demands of super-transparency?

Leading companies are using an array of detection and response techniques to become more resilient.

In an archived webinar, MIT’s Yossi Sheffi offers insights on preparing for and coping with disruption.

Companies need to cultivate resilience to unexpected disruptions to complex supply chains.

Businesses have the potential to be rule makers as well as players in establishing environmental regulations.

Deal markets can be “hot” or “cold,” and that can bias executives’ evaluations of potential acquisitions.

By planning for disruption from natural disasters, Cisco Systems improved its supply chain resilience.

Is your company focused on creating value — or on siphoning it off from others?

New tech can create new hazards for users — and for companies. Here’s how to limit the risk.

Overinvesting in supply chain protection may be more profitable than not investing enough.

By exploiting organizational data, managers can derail some risky blind spots.

MIT Sloan’s Simon Johnson reflects on potential long-term consequences of U.S. political uncertainty.

Our fifth annual survey suggests that climate change isn’t yet an urgent issue for most companies.

Insurers are just beginning to wake up to their role in environmental sustainability.

Solving global climate change demands cooperative action among businesses and their leaders.