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 Matters Now

MIT Sloan Management Review

The Data Oligopoly That Could Choke Innovation • The leading digital platforms control access to an increasing share of the world’s data. Here’s why we need policies that level the playing field.

Leading Disruption in a Legacy Business • A compelling growth ambition is a critical enabler for new ventures.

What Humans Lose When We Let AI Decide • Why you should start worrying about artificial intelligence now.

Can’t Fill Jobs? Deconstruct Them • Breaking roles down into tasks reframes the talent problem from one of supply to one of demand.

To Transition to Net Zero, Model the Alternative • Performing a scenario analysis can help businesses weigh the costs of transitioning to net-zero carbon emissions — and the risks of maintaining the status quo.

MEASUING UP • Discovering Key Performance Indicators That Drive Change

AI Can Change How You Measure — and How You Manage • Data-driven leaders are using AI to surface new key performance indicators and increase alignment.

The Quest for a Killer KPI • How radically simplifying performance metrics helped one company align employee behavior with organizational goals, make smarter investments in the business, and foster a culture of learning and cooperation.

How the Wrong KPIs Doom Digital Transformation • Successful digital initiatives demand that leaders frame performance targets around data-defined business objectives rather than technological capabilities.

How Well-Designed Work Makes Us Smarter • Work that permits autonomy, demands problem-solving, and meets other criteria for good design can bolster employees’ cognitive skills and ongoing learning.

When Losing Money Is Strategic — and When It Isn’t • A simple but often overlooked analysis of unit economics can help entrepreneurs know early on whether they are driving for unhealthy losses.

Top Performers Have a Superpower: Happiness • A large-scale study found that well-being predicts outstanding job performance.

Leading in an Age of Employee Activism • Employees are demanding that managers engage on topics like climate change and racial equity — and leaders need to be ready to respond.

A Little Rudeness Goes a Long Way • How to stop incivility from spreading in your organization.

When Gradual Change Beats Radical Transformation • Industrial companies may not be the face of digital disruption, but their evolutionary approaches to successful digital initiatives hold lessons for other sectors.

Think Globally, Innovate Locally • Multinational companies are leveraging digital technologies to tap creative resources across their markets.

Open Up Your Strategy • Making strategy behind closed doors is a prescription for failure when disruptions are coming from all directions.

EXECUTIVE BRIEFINGS

Shifting From B2B to B4B Can Build a More Sustainable Business