MIT Sloan Management Review

MIT Sloan Management Review leads the discourse among academic researchers, business executives and other influential thought leaders about advances in management practice, particularly those shaped by technology,  that are transforming how people lead and innovate. MIT SMR disseminates new management research and innovative ideas so that thoughtful executives can capitalize on the opportunities generated by rapid organizational, technological and societal change.

Business, Politics, and Cultivating Resilience

MIT Sloan Management Review

Generative AI’s Impact on Work

Don’t Round the Discount!

MIT SMR READS

Tackling Challenges With Data Governance • Akira Bell is senior vice president and CIO at Mathematica, a research and data analytics consultancy. Bell was a finalist for this year’s MIT Sloan CIO Leadership Award in recognition of her work at Mathematica to spearhead the launch of the data collaboration platform Mquiry, a turnkey system for onboarding and working with clients’ data securely. MIT Sloan Management Review spoke with Bell to understand her role and how leaders should be thinking about their data. This interview has been edited for clarity and length.

The Chevron Doctrine Is Dead. What Are the Implications for Business? • A recent U.S. Supreme Court ruling gives companies more opportunities to challenge regulations, but they may face more regulatory uncertainty as well.

Beating ‘Not Invented Here’ Syndrome • Resistance to external ideas hinders innovation. The right incentives can open minds.

When Generative AI Meets Product Development • From ideation to user testing, large language models are allowing companies to explore more ideas and iterate faster.

Managing the Human Risks of Biometric Applications • The intimate surveillance afforded by biometric technologies requires managers to consider negative impacts on privacy and human dignity.

Why You Should Tap Innovation at Deep-Tech Startups • Businesses across all sectors, not just research-intensive industries, can benefit from innovations at science-heavy startups.

How Workplace Safety Improves Performance • OSHA’s longest-serving administrator identifies safety approaches that work — and those that don’t.

Inspire, Activate, and Trust Talent to Execute Strategy

The Four Guardrails That Enable Agility • Large organizations can move as fast as startups if leaders empower employees to act autonomously via well-defined constraints.

A Better Way to Unlock Innovation and Drive Change • A strengths-based approach to building teams can win employee commitment to change and foster an inclusive, agile culture.

Build the Right C-Suite Team for Your Strategy • CEOs can foster a more effective leadership team by understanding when to tap senior executives’ competitive instincts and when to encourage collaboration.

What Makes Companies Do the Right Thing? • Vaccine makers varied widely in their engagement with global public health efforts to broaden access to COVID-19 immunizations. Ethically motivated leadership was a dominant factor.

The Three Traps That Stymie Reinvention • Organizational identity, architecture, and collaboration can be either assets or liabilities to pursuing growth in new sectors.

Make Smarter Investments in Resilient Supply Chains • Many companies invest in resilience only after a disruption. Applying the concept of real options can help decision makers fortify supply chain capabilities no matter the crisis.

Where To Next? Opportunity on the Edge • Doing business in regions considered less stable or developed can pay off for companies. But they must invest in working with local communities.

Do You Really Need a Chief AI Officer? • The right answer depends on the strategic...