Leading Change

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MIT SMR Summer Must-Reads

  • Blog
  • Read Time: 1 min 

The most popular articles from the MIT SMR archive reflect the depth and range of management challenges our readers face in areas such as innovation, leadership, strategy, and technology. Authors of these “must reads” include MIT Sloan faculty Nelson Repenning and Donald Sull, plus Clayton Christensen, Albert Segars, Michael Schrage, Sam Ransbotham, David Kiron, Philipp Gerbert, and Martin Reeves.

AI-Driven Leadership

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  • Read Time: 7 min 

Not many companies are there yet, but there’s a developing framework for what it takes to lead an AI-driven company. Leaders at the forefront of AI have seven key attributes: They learn the technologies; establish clear business objectives; set an appropriate level of ambition; look beyond pilots and proofs of concept; prepare people for the journey; get the necessary data; and orchestrate collaborative organizations.

Don’t Let Politics Block Your Digital Initiatives

  • Video | Runtime: 0:52:29

Political struggles for control and decision-making often result in blocking or slowing down progress on digital initiatives. In this webinar, digital strategist Jane McConnell discusses her research findings on digital maturity and shares her guidelines for preventing politics from upending digital initiatives.

The High Cost of the Actions We Don’t Take

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  • Read Time: 2 min 

We can choose not to engage in improving the world. We can seize on every advantage available to us and our companies without thought to the consequences. We can act as if the planet and the global economy are not among our most critical stakeholders. We can join the crush of others who are just hoping to play out the string: keep our heads down, meet our numbers, collect our bonuses, and abdicate long-term responsibility to the next generation. But when we make those choices, we do violence against the future.

When Communication Should Be Formal

  • Research Highlight
  • Read Time: 10 min 

Formal communication channels, such as protocol-guided meetings, are often eschewed by today’s managers and employees, who prefer the ease of email and apps. But informal avenues can lead to oversights and inefficiencies that hurt performance. That’s the central finding of research from IE Business School on manufacturers of high-tech machinery. Fortunately, formal communication protocols can be designed to both maximize performance and overcome people’s resistance to adopting them.

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Why Tech Companies Don’t See Their Biggest Problems Coming

  • Blog
  • Read Time: 4 min 

Technology companies, such as Facebook, often fail to make crisis management a central feature of their operations, thanks to five blind spots to which they are especially susceptible. Recognizing these shortcomings is the first imperative; the next is developing a well-designed crisis-management program that includes several key features. All tech companies should take heed, because failing to reflect — and then act — can worsen the consequences of crises that come down the pike.

Bringing Lessons From #MeToo to the Boardroom

  • Blog
  • Read Time: 7 min 

In the wake of the #MeToo and #TimesUp social movements — not to mention the continuing wave of resignations amid misconduct allegations — sexual harassment policies must be on your board’s agenda. This is true regardless of whether the organization is public, private, or nonprofit. For the sake of all its stakeholders, employees, and customers, directors need to do the right thing — and do it now.

Blockchain and the Clean, Smart Grid

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  • Read Time: 6 min 

Some techies think that blockchain and “tamperproof databases” will revolutionize more than money: A blockchain platform for the energy sector could accelerate the transition to renewables. Blockchain can help by making tracking energy more granular, automated, and trusted, which can allow companies to better verify claims of carbon neutrality. It could also streamline financing and insuring new energy projects and even help create a new kind of energy market.

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The Need for ‘Techno-Supporting Skeptics’

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  • Read Time: 6 min 

Digital technologies will increase the high levels of ambiguity that executives must navigate. Aspiring leaders may respond by ignoring the challenge, which isn’t sustainable. A better response is to harbor healthy skepticism of the digital technologies they champion, develop values that will lead to better decisions, and work to institutionalize those values at the organizational level.

Digital Is About Speed — But It Takes a Long Time

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  • Read Time: 6 min 

The ability of digital technologies to accelerate business is giving rise to new value propositions — new ways to eliminate hassles and create solutions. But research from MIT’s Center for Information Systems Research suggests that while business leaders need to start redesigning their existing systems and roles to better solve customers’ problems, they will not be able to do so quickly. Case in point: The slow and steady digital transformation of Dutch technology company Royal Philips.

The New Digital Mandate: Cultivate Dissatisfaction

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  • Read Time: 7 min 

Employee satisfaction can be a double-edged sword. Satisfied employees produce higher quality-outputs and have less turnover. But satisfaction can inhibit innovation: People who are OK with the current way of doing business are not likely to transform it. They need to be aggravated enough with their current situation that they are willing to take the risks to change it. By sowing the right kinds of dissatisfaction, leaders can drive their organizations to higher levels of innovation and value.

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What to Expect From Agile

What happens when a company whose roots go back over a century — a bank, no less — decides to adopt agile management methods developed in the software industry? Though ING bank in the Netherlands is less than three years into the process — and it’s therefore premature to declare the initiative a success — taking a deep dive into the organization’s early experience with agile is nonetheless instructive.

How Effective Leaders Drive Digital Change

Success in managing digital transformation starts with clarification of priorities, effective feedback, open development communications, and a willingness to take risks. These four behaviors, which allow employees to share ideas more freely and embrace taking risks, can lead to higher-performing teams during digital transformation.

Showing 1-20 of 107