Developing Strategy

In our new spring issue: platform-based ecosystems, blockchain, data failures, and misbehaving leaders.

Conventional thinking says platforms must scale fast, but that can be unwise in the face of regulatory risk.

Workforce ecosystems can help leaders better manage changes driven by technological, social, and economic forces.

A new year is dawning. Do you know the state of your company’s alliances?

Innovating remotely, changing strategically, and piloting AI projects.

When environments are complex and dynamic, strategy is about adaptability.

Understanding the subconscious drivers of strategy, responding to regulatory risks, and making sense of conflicting advice.

Leaders’ subconscious values influence how they make decisions and achieve their goals.

In B2B, pandemic-driven cost initiatives should be guided by an intense focus on customer value.

Navigating chaos with sensemaking, elevating cybersecurity strategically, and disrupting yourself.

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

Developing truly innovative strategy requires workshopping your own company’s disruption.

Most companies treat cybersecurity as an operational issue — and miss out on strategic opportunities.

A framework for sensing the unexpected, organizing in response, capturing value, and renewing capabilities.

Three kinds of revenue models make companies increasingly accountable for customer outcomes.

Risk mitigation is an important new priority for business operations during the pandemic.

Strategically guarding against panic, passivity, and impulsivity can help companies cope with uncertainty.

When we can’t talk face to face, businesses must figure out how to cultivate consumer trust.

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

Three uncertainties confront any disruptive innovation: technology, ecosystem, and business model.