MIT Sloan Management Review (MIT SMR) explores how leadership and management are transforming in a disruptive world. They help thoughtful leaders capture the exciting opportunities—and face down the challenges— created as technological, societal, and environmental forces reshape how organizations operate, compete, and create value.
Expect a level-set year and a sharper focus on enterprise value. Artificial intelligence has dominated economic and business attention for the past several years. But the hype cycle is slowing as organizations confront the challenges of enterprise AI deployment and the need to drive tangible business value. In an MIT Sloan Management Review article on…
Why it Matters: Synthetic data — which resembles real data sets but doesn’t compromise privacy — allows companies to share data and create algorithms more easily. Companies committed to data-based decision-making share common concerns about privacy, data integrity, and a lack of sufficient data. Synthetic data aims to solve those problems by giving software developers…
Why it matters: Industry is taking the lead on artificial intelligence research that has traditionally been the domain of academia. What does this mean for research that is in the public interest? Until the early 2000s, AI research in academia and in industry was split fairly evenly. But over the past decade, the balance has…
Why It Matters. It’s not enough to excel at a steady state — firms also need the resilience to respond to irregular operations and conditions. Systems thinking can help. Fresh off a year-plus of supply chain disruptions and irregular operations precipitated by the global pandemic, organizations should make time to rethink resiliency and risk management….
Why It Matters. MIT Sloan experts offer a systematic approach to organizational resilience that can help leaders manage risk and rebound rapidly when catastrophic events strike. Consider the recent system failures at Southwest Airlines that put the brakes on holiday travel. Or the Deepwater Horizon oil spill or the Norfolk Southern freight train derailment, both of which rapidly became…
Every leader should design and communicate how they want to make decisions. Making it clear what you care about, what you need to know about, and what you’re tasking others to move on will help minimize confusion about who should be making which decisions. It also helps clarify when you as the leader can be…
