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.

A Change in Perspective

MIT Sloan Management Review

Rotman MANAGEMENT

Preserving Privacy While Sharing Data • Differential privacy can safeguard personal information when data is being shared, but it requires a high level of expertise.

The Loneliness of the Hybrid Worker • Having supportive colleagues in the workplace is key to feeling less isolated when working from home.

The Ransomware Dilemma • The decision on whether to pay up when cybercriminals hold data hostage is shaped by choices leaders made long before an attack.

Improve Creative Brainstorming With Constructive Criticism • Does criticism help or hinder creativity in brainstorming? It depends on the context.

Working Values: How Purpose, Morals, and Meaning Build Stronger Organizations

Unlock the Power of Purpose • A new framework helps companies derive business value from a clear, consistent corporate purpose that drives collaboration, innovation, and growth.

How a Values-Based Approach Advances DEI • A new model for developing diversity, equity, and inclusion in the organization can increase employee satisfaction.

Why We Don’t Talk About Meaning at Work • Meaningful work will remain elusive if managers don’t learn to overcome four barriers to healthy conversations about what gives individuals their sense of purpose.

Fostering Ethical Conduct Through Psychological Safety • Line managers are key to creating safe spaces for employees to discuss concerns.

AI on the Front Lines • AI progress can stall when end users resist adoption. Developers must think beyond a project’s business benefits and ensure that end users’ workflow concerns are addressed.

Set Up to Fail • Poor design of C-suite jobs can block executives from succeeding in their roles.

IPO Disclosures Are Ripe for Reform • Current financial disclosure rules let would-be public companies shape a rosy narrative about their prospects and obscure information that investors should know.

Manage the Risks of Software Reuse • Whether or not your organization develops software, it’s likely exposed to the risks of vulnerabilities buried deep within code.

Mastering Innovation’s Toughest Trade-Offs • Leaders must answer eight key questions to address the hidden tensions underlying innovation strategies.

Break the Link Between Pay and Motivation • An experiment in eliminating a pay-for-performance model bolstered sales force results, retention, and engagement at Hilti Group.

Why Some CFOs Make Better M&A Deals • When chief financial officers have greater influence in the C-suite, companies are far less likely to destroy value by overpaying for acquisitions.

The Neuroscience of Customer Experience • When neurological insights inform design thinking, companies can innovate with greater precision.

EXECUTIVE BRIEFINGS • SUMMER 2022 • VOLUME 63 • NUMBER 4

Making Sense of the Post-Pandemic Future