Management Strategy

Experts share compelling arguments for and against the creation of a CAIO role to manage AI across an organization.

This Strategy Guide offers expert insights and advice for developing a skills-based organization.

Chairman and CEO Vicente Reynal explains why Ingersoll Rand extended equity ownership to all of its employees.

Managers and their direct reports can use these strategies to take their one-on-one meetings to the next level.

In this MIT SMR webinar, experts discuss why skill should be front and center in organizations’ talent strategies.

The 2023 MIT SMR-Deloitte Future of the Workforce global survey finds top workforce managers excel at eight activities.

The author shares science-backed steps to help managers better structure meetings and build trust with direct reports.

During times of crisis, managers should prioritize individualized consideration and building trust to support employees.

A panel of experts weighs in on whether responsible AI governance extends beyond technology leadership.

Elizabeth J. Altman, Steven Hatfield, and Allison Ryder speak about the 2022 MIT Sloan Management Review – Deloitte Future of the Workforce global executive survey and research report at MIT Technology Review’s EmTech Next event.

A panel of experts weighs in on whether responsible AI should be connected to corporate social responsibility efforts.

New research examines the challenges of leading and coordinating workforces that increasingly rely on external contributors.

MIT SMR’s spring 2022 issue exemplifies its focus on strategic leadership, digital innovation, and sustainable business.

Stephanie Creary discusses the practices that underlie positive workplace diversity, equity, and inclusion outcomes.

Boards of directors can help leaders identify critical survival factors and uncover new opportunities.

Companies that take culture seriously perform better than those that ignore it.

Skill development is as important for managers as for their reports, if not more so.

Leaders can help employees manage problems by harnessing their capacity to think beyond the moment.

Do these three key activities to become a better strategic leader.

Companies should recognize and change conditions that cause bad management practices to persist.