Resilience

The Fall 2020 issue of MIT SMR offers leaders new strategies for an uncertain business environment.

Past pandemics changed the course of history, but our knowledge economy may limit the impact of COVID-19.

Developing AI-enabled business models, managing corporate social responsibility, and growing digital ecosystems.

Companies put themselves at risk by making four key mistakes with corporate social responsibility.

Companies that show the most agility and resilience in responding to the global pandemic pursue four main strategies.

Pivoting in the pandemic, assessing supplier diversity initiatives, and creating a framework for discussing race.

In a global pandemic, a quick pivot to a digital business model may help retailers survive.

Understanding how cybersecurity and cyber resilience differ is key to effectively responding to cyberthreats.

Surviving a crisis requires a strong working relationship between a company’s board chair and CEO.

Managing decisions in a pandemic, fighting burnout, and understanding generational differences.

What managers can learn from the coronavirus outbreak.

Black swans, COVID-19’s supply chain impact, a global upskilling push, and human-machine teams.

The coronavirus pandemic highlights the skills business leaders need for navigating global crises.

There’s no oversight on coders who write critical software that runs key systems. That must change.

Leaders who establish broad ties to their communities have deeper resources in times of hardship.

The act of answering survey questions can increase awareness, which opens the door to development.

Many companies are putting themselves through military-inspired games to beef up their cyber resilience.

A zero-trust network, which hosts an organization’s services in the cloud, is the safest option.

Within organizations, cybersecurity needs to be everyone’s business — including the board’s.

Business leaders must partner with policy-makers to improve disaster preparedness and resilience.