This Me, Myself, and AI episode features Harvard Business School professor Raffaella Sadun in conversation with hosts Sam Ransbotham and Shervin Khodabandeh.
This issue of MIT SMR offers insights on innovation, business strategy, employee motivation, partnerships, and more.
Strategic alliances can lead to intellectual property loss, but multilayered defenses can protect companies’ innovations.
Teams can structure design-thinking processes to benefit from the strengths of both in-person and virtual collaboration.
When managers build more diverse networks, they’re more likely to recognize the value of employees’ breakthrough ideas.
The consumer goods company combines GenAI and human input to synthesize and assess new ideas and consumer sentiment.
Watch this short video for tips on boosting organizational innovation through a strengths-based team approach.
In this short video, learn how corporate guardrails can improve your organization’s agility.
In this video, learn how to avoid the most common pitfalls leaders face during a pivot in corporate strategy.
This issue of MIT SMR focuses on the leadership qualities that enable both their businesses and employees to grow.
Learn how deep-tech startups in materials, biology, energy, and computing can help enterprise innovation efforts.
Successful growth in new sectors requires balancing support for the core business with investment in radical innovation.
To get employees with not-invented-here syndrome to open up to new ideas, companies may have to incentivize or push them.
Which new ideas will revolutionize their industries? The history of one disruptive innovation offers clues.
Digital disruption is not always an organization’s best option. Here’s how to decide whether to disrupt or adapt.
GE Appliances president and CEO Kevin Nolan discusses differing approaches to management and innovation at GE and Haier.
No one can predict the future, but modularizing core capabilities can prepare companies to be ready for the unexpected.
Insecure managers who feel threatened by subordinates who have innovative ideas need incentives to change their behavior.
The examples of Apple, Uber, and Tesla strengthen our ability to predict the impact of in-process innovations.
The spring 2024 issue of MIT SMR looks at opportunities in digital innovation, automation, generative AI, and more.
