New Leadership Challenges for the Virtual World of Work

New Leadership Challenges for the Virtual World of Work

The COVID-19 pandemic has suddenly and dramatically upended the working world, creating unanticipated business and leadership challenges. Some organizations are pivoting hard to new delivery channels, new products, and new operating models without having enough time to manage the impact of these changes thoughtfully. As a result, many executives currently find themselves shooting from the…

Three People-Centered Design Principles for Deep Learning

Three People-Centered Design Principles for Deep Learning

Assumptions lead to the mother all F@!$ ups. We are overwhelmed by data and using it correctly is essential. Your customers and brands can be hurt and damaged due to bad data and AI systems that have not been thought through. This represents a new and very real challenge for businesses to address. Everything from…

Mathematical Model Reveals the Patterns of How Innovations Arise

Mathematical Model Reveals the Patterns of How Innovations Arise

MIT Sloan means that innovation is one of the driving forces in our world. The constant creation of new ideas and their transformation into technologies and products forms a powerful cornerstone for 21st century society. Indeed, many universities and institutes, along with regions such as Silicon Valley, cultivate this process. The crux of the article…

Can We Really Test People for Potential?

Can We Really Test People for Potential?

MIT Means that we need a more nuanced approach to predicting job performance. For all the promise new predictability techniques hold, it’s difficult to measure something as complex as a person for several reasons, we must concur. The best guess here regarding personality and potential tests is that results have been mixed (at best). On the one…

A guide to MIT Sloan Management Review’s Strategic Agility Project

A guide to MIT Sloan Management Review’s Strategic Agility Project

How can organizations achieve their strategic objectives? Few questions are more fundamental in business, and yet few resources are available to provide clear, concise answers. To address this gap, Donald Sull, a senior lecturer at MIT Sloan and his co-authors, have partnered with MIT Sloan Management Review on the ongoing Strategic Agility Project. Highlighted here in this…

Get things done with Smaller Teams

Get things done with Smaller Teams

MIT Sloan contends here that an important executive goal in most large companies is to improve efficiency and effectiveness. With top-line revenue growth elusive in most markets, a key way to increase returns to shareholders is to boost the bottom line — and that means stepping up productivity. These gains need to come from improving…