Global Strategy

Companies can and should take meaningful action in response to human rights abuses by governments.

Past pandemics changed the course of history, but our knowledge economy may limit the impact of COVID-19.

COVID-19’s impact on in-person work and global value chains may slow down innovation, too.

A country’s mix of occupations, technology backbone, and demographics impacts its conditions for remote work.

The pandemic may bring sweeping changes to economic and workplace structures we take for granted.

Past disruptions reveal how both ends of the supply chain can best handle product shortages.

Western organizations shouldn’t attempt to transplant what works in their own countries into developing economies, but instead should become familiar with the environments there and seize existing opportunities in-context.

Assessments about China’s strengths in AI may be overblown.

Adjusting business strategies and plotting comebacks in the face of uncertainty.

What leaders can learn from near-real-time disaster monitoring data.

Pharma’s existing model may be a liability in the race to develop drugs and vaccines to combat COVID-19.

The business climate remains unpredictable, but supply chain leaders should plot their comebacks.

Leaders must learn from the pandemic now to position their companies to thrive in the next crisis.

Effective leadership can make crises manageable instead of overwhelming.

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

What managers can learn from the coronavirus outbreak.

Black swans, COVID-19’s supply chain impact, a global upskilling push, and human-machine teams.

The COVID-19 pandemic underscores why disaster preparedness is vital for supply chain resilience.

The kinds of challenges we face with the coronavirus point to permanent changes we must make.

Managers can learn a lot from how organizations in China have been coping with the COVID-19 crisis.