Remote Work

The practices of astronauts offer a model for successfully adapting to remote and hybrid work.

Coworking benefits for remote teams, sharing value for ecosystem success, and becoming a better workplace ally.

Coworking arrangements might be the ideal choice for employers and employees alike in the wake of the pandemic.

The post-pandemic era requires a leadership mindset change about jobs and managerial expectations.

Strategists weigh in on what relaxed rules around physical presence in the office mean for productivity and performance.

The visibility arising from digital employee monitoring requires purpose, policies, and management.

The collective intelligence of remote teams, synthetic data for machine learning, and delegation to bridge virtual distance.

Remote work can be as effective as in-person work with the right people and collaborative processes.

In the context of remote work, leaders must reconsider conventional delegation methods.

Making better AI-based decisions, empowering remote teams, and building a learning culture to boost innovation.

When remote leaders adopt an empowering leadership style, they are free to think bigger, achieve more, and worry less.

Virtual, tech-mediated collaboration carries risks of isolation, exclusion, surveillance, and self-censorship.

In his new book, Beyond Collaboration Overload, Rob Cross explains how to avoid excessive collaboration while still reaping its benefits.

Seven steps to addressing burnout, an intersectional approach to mitigating bias in AI, and running mixed-mode meetings.

Five principles can help leaders decide when it’s best to hold meetings with both colocated and virtual participants.

New research exposes the conflicts working parents may face when weighing concerns about work and career geography.

Top MIT SMR article topics include work and strategy redesign, and developing leadership skills for the hybrid future.

Addressing social capital in return-to-office plans, deploying AI to manage wealth, and reducing coordination complexity with microservices.

Leaders can help employees build the social connections that weakened during the pandemic by addressing three key areas.

Mapping employees’ working relationships can help guide leaders’ decisions about post-pandemic work models.