Innovation Strategy

The Fall 2020 issue of MIT SMR offers leaders new strategies for an uncertain business environment.

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

Strategically guarding against panic, passivity, and impulsivity can help companies cope with uncertainty.

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.

Preparing for AI’s next phase means prioritizing your talent pipeline and technology infrastructure.

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

Innovators need to develop their innovation capital so they can turn their ideas into reality.

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

MIT SMR summer 2020 highlights leadership and innovation strategies, employee morale, and data sharing.

Use a networked approach to manage distributed innovation across teams, units, and regions.

The race to develop treatments and a vaccine for COVID-19 highlights the value of repurposing solutions.

MIT SMR editor in chief Paul Michelman kicks off the Disruption 2020 Virtual event.

There are four common misconceptions that leaders often succumb to when thinking about disruptive innovation.

Tucker Marion and Sebastian Fixson outline four essential skills workers need to master to succeed in digital environments.

To ensure success, entrepreneurs need to create two business plans: one for disruption and one for cooperation.

Amy Webb outlines the 11 sources of change that could disrupt your organization.

SAP’s Max Wessel explains why advisory board guidance is critical in innovation.

How to boost innovation capacity and institutional pride, and addressing tech inequity and the ethics of automation.

External innovation is a way to broaden your portfolio, not a substitute for internal innovation.