On March 20 and 21, MIT Sloan Management Review is unlocking its site, allowing visitors to freely explore all of our articles, reports, posts, videos, webinars, tools, and case studies. Why? We’re celebrating our ongoing growth and invite new and long-term customers to celebrate with us. We work to collect here the best new ideas, research, and tools, and we want to give visitors the chance to experience all of it.

In a Q&A, Sydney Finkelstein, the author of Superbosses: How Exceptional Leaders Master the Flow of Talent, notes that employees entering the workforce today have technological capabilities unmatched by any workforce before them. That’s changing the way leaders must operate. Today’s best leaders embrace technology as a management tool but retain a human touch, creating opportunities for the employees they manage and enabling flexible work practices.

Many executives take the value of best practices as a given. We have an abiding faith in the idea that the most direct route to improved performance is to study what successful firms do and copy them. In reality, that is quite rarely the case.

Leaders in a digital world have to navigate more complexity than ever before, where a problem that arises in one node of such network work can spread easily, with widespread adverse impact. But complexity-induced problems often have similar fundamental causes — and similar solutions. Leaders can ameliorate the effects of complexity by developing broader, not just deeper, perspectives; learning to think in terms of scenarios; and being clear about strategic intent.

The impact of artificial intelligence on the future of work and organizations was an especially popular topic on MIT Sloan Management Review’s website in 2017. But AI wasn’t the only subject on readers’ minds. Other widely read pieces of new content addressed timely issues like digital transformation and design thinking — as well as perennially important topics such as innovation, strategy execution, problem formulation, and negative emotions in the workplace.

Technology has made business more globally connected than ever before. This is especially true for innovation projects, where diverse experts bring their specialized knowledge to play. But there’s a hitch: Many of today’s team projects have built-in hurdles because of differing communication styles, cultures, and professional norms. Leading this kind of “extreme teaming,” which often involves complicated hierarchies of power, demands both curiosity and humility.

Twenty-three of the 50 top management thinkers in the world have had their work featured in MIT Sloan Management Review. The list comes from thinkers50.com’s 2017 global ranking of management thinkers. List members published in MIT SMR include Don Tapscott, Clayton Christensen, and Lynda Gratton. MIT SMR congratulates its contributors on this honor.

Diversity in the workplace can increase conflict. But research also suggests that if teams lack diversity, they will be more susceptible to making flawed decisions.

When you’re developing a strategy for a new business, testing assumptions in your plan in a logical order gives you the best chance to make course corrections early — and not waste time and money.

Once bastions of command-and-control management style, U.S. military institutions have moved to the forefront of organizational and leadership agility. Today’s military leadership emphasizes efficient movement through four decision cycles — observe, orient, decide, and act — to speed up its response to external threats. It’s also investing significant resources to become more agile and experimenting with innovative solutions.

Large projects can succumb to a “cycle of doubt” — when support for the project wanes and delivery is imperiled in a self-perpetuating negative spiral. Here’s how to spot the warning signs of stakeholder doubts — before they derail your project.

The MIT SMR archives are open access for September 26 and 27 — and we’ve got some suggestions for where to start exploring.

To successfully lead major organizational transformations, executives need to align purpose, performance, and principles within their companies. Doing so isn’t easy — and requires mastery of a wide range of leadership skills.

Large-scale, long-term projects are notoriously difficult to manage. But recent research on megaprojects — defined as projects costing more than $1 billion — reveals five lessons that can help executives manage any big, complex project more effectively.

Many executives don’t understand how to craft a compelling vision for change that will gain widespread commitment within their organization. Leaders should start by asking themselves: What will people see, hear, and feel once the changes have been achieved?

“Getting performance management right is an old challenge,” according to Nik Kinley and Shlomo Ben-Hur, authors of the article “The Missing Piece in Employee Development.” The key element isn’t measuring performance but the interactions and conversations that individuals have with their managers.

What does it take to keep pace in today’s environment, one in which we are expected to pivot repeatedly toward new ways of working? I think of the challenge along three dimensions, each of which can be captured as a personal trait: will, skill, and velocity.

Like pottery, entrepreneurship is a craft that blends both science and art. Both pottery and entrepreneurship are accessible to anyone, learnable, built on fundamental concepts — and best learned through on-the-job training. To inspire today’s generation of company builders, entrepreneurship education needs a common language to ground students in fundamental concepts, and it needs to offer apprenticeship opportunities.

In the first half of 2017, MIT SMR website visitors showed high interest in articles about how artificial intelligence will affect the job market and organizations. In fact, three of the 10 most-read pieces of new MIT SMR editorial content during that period address some aspect of that question. But the other seven most popular new articles cover a wide range of topics — from dealing with negative emotions in the workplace to exploring the organizational implications of blockchain technology.

Differentiating between things that are complex versus those that are merely complicated may sound like an exercise in semantics, but it is an essential first step in solving difficult problems. Solutions for complicated issues rarely work for problems that are complex.