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.

What Does It Mean to Lead?

MITSloan Management Review

ELSEWHERE

(RE)LEARN TO LEAD

Five Rules for Leading in a Digital World • Times of rapid change call for a new leadership model.

Leaders Don’t Hide Behind Data • Managers have turned digital tools into a crutch. We need leaders who focus on human connection instead.

Take a Wrecking Ball to Your Company’s Iconic Practices • Here’s what today’s leaders need to do to knock down obstacles to cultural change.

Leading Remotely • Make the most of your distributed workforce.

How Tech CEOs Are Redefining the Top Job • Pioneering leaders roll up their sleeves, create, and stay relevant.

WHAT ARE THESE CEOS EXPERTS IN?

THE NUTS AND BOLTS OF DIGITAL TRANSFORMATION

YOU’RE GOING DIGITAL — NOW WHAT? • ENOUGH WITH THE TOP-DOWN STRATEGIZING. UNDERSTAND HOW CHANGE REALLY HAPPENS ON THE GROUND — AND PLAN FOR IT ACCORDINGLY.

HOW TO PLAN YOUR COMPANY’S TRANSFORMATION

BUSTING MYTHS ABOUT DIGITAL CHANGE • Implementing transformation often belies the hype.

A NOBLE PURPOSE ALONE WON’T TRANSFORM YOUR COMPANY • LEADERSHIP BEHAVIORS THAT NURTURE INTERPERSONAL COLLABORATION ARE THE TRUE DRIVERS OF CHANGE.

THE RESEARCH

MAKING INTERPERSONAL COLLABORATION VISIBLE

THE LEADERSHIP BEHAVIORS THAT NURTURE COLLABORATION • By using organizational network analysis (ONA) to identify leaders who are good at nurturing collaboration, and interviewing them and the people they work with, we found 27 behaviors that build trust, instill purpose, and generate energy.

LEARNING FOR A LIVING • LEARNING AT WORK IS WORK, AND WE MUST MAKE SPACE FOR IT.

Employee Emotions Aren’t Noise — They’re Data • Emotions provide insight into what motivates people and how to improve performance.

How Vigilant Companies Gain an Edge in Turbulent Times • When uncertainty increases, top performers stay ahead by knowing where to look for warning signs and how to explore their environment.

THE ANALYSIS

BLOCKCHAIN ISN’T AS UNBREAKABLE AS YOU THINK • Before exploring ways to use blockchain in business, managers should know where its vulnerabilities lie.

Is Deep Learning a Game Changer for Marketing Analytics? • Companies are already making sophisticated marketing decisions with data and analytics. Will deep learning enable a leap forward — or just marginal gains?

THE ANALYSIS

TECHNICAL NOTE FOR ANALYSTS

HOW DEEP LEARNING CAN OUTPERFORM TRADITIONAL MARKETING ANALYTICS

Should Businesses Stop Flying to Fight Climate Change?

Partner With Entrepreneurs Inside and Out

EXECUTIVE BRIEFINGS • WINTER 2020 • VOLUME 61 • NUMBER 2

Don’t Set Your Next CEO Up to Fail