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.

Leader-shift

MIT Sloan Management Review

Every Company Needs a Political Strategy Today • Five principles will help business leaders take decisive action when fast-changing laws and regulations conflict with stakeholder values.

The Limits of Neuroscience in Business • Before investing in products or services that claim to provide business insights based on brain research, managers should understand several key issues with neuroscientific solutions.

Why Businesses Need to Embrace the Bioeconomy • Developing and using planet-friendly materials can yield new, more sustainable business models — and contribute to building a robust infrastructure for renewable biological resources.

Use Your Ambivalence to Make More Ethical Decisions • Being conscious of ambivalence helps decision makers suspend initial judgments, deflect biases, and integrate conflicting material.

Rethinking How We Assess Companies on Social and Environmental Impact • A new framework offers a broader, more effective approach to assessing both the internal and external aspects of a company’s social and sustainability performance.

Teamwork Reinvented • How to Orchestrate Successful Teams in the New World of Work

Turn Your Teams Inside Out • Externally focused teams can drive innovation, performance, and distributed leadership — but adopting them requires a shift in mindset.

AN X-TEAM IN ACTION

BALANCE EXTERNAL ACTIVITIES WITH INTERNAL PRACTICES

What Employees Want Most in Uncertain Times • When threats loom, managers must go beyond the tried-and-true techniques for supporting employees to address divergent concerns and build trust.

Managing the New Tensions of Hybrid Work • Leaders are meeting employee demands for more flexible work arrangements amid concerns over the impact on organizational culture and innovation capability.

Make Leader Character Your Competitive Edge • Character is about a lot more than ethics — and fostering a culture where it is valued equally alongside competence can result in better decisions and better outcomes.

The Five Phases of Leader Character Development

How to Build Good AI Solutions When Data Is Scarce • Data-efficient AI techniques are emerging — and that means you don’t always need large volumes of labeled data to train AI systems based on neural networks.

Improve Your Diversity Measurement for Better Outcomes • Managers need better data collection practices if they are to gain a clearer picture of DEI and design more effective interventions.

Get Ready for the Next Supply Disruption • Companies must build the capabilities to anticipate, detect, diagnose, activate resources for, protect against, and track known and unknown-but-knowable risks.

When Algorithms Rule, Values Can Wither • Building responsible AI systems starts with recognizing that technology solutions implicitly prioritize efficiency.

Now You See Me, Now I’m Gone • As undervalued performers become more visible, they also gain more options to leave their employers.

A New Conflict-Resolution Model to Advance DEI • Organizations that manage tensions constructively can create and sustain change.

Executive Briefings • Please go to shop.sloanreview.mit.edu to secure reprint permission for any article.

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