Leading Change

2020’s leadership lessons, assessing alliances, and a “whole company” approach to social responsibility.

Leading into the future is not for the meek. Nor is it for the arrogant, the bull-headed, or the blindly self-righteous.

Advice on how leaders can support their teams in times of uncertainty and change.

The most popular articles of 2020 gave companies and leaders insights on navigating disruption, uncertainty, and change.

In this webinar, MIT SMR author Eric J. McNulty shares practical tips for leaders leading through the global COVID-19 pandemic.

The competitive advantages offered by digital technology have evolved. Here’s how to capture them.

A Q&A with AWS’s Ishit Vachhrajani on how leaders can generate excitement about and support for AI organization-wide.

A new MIT SMR Executive Guide offers managers and decision makers new insights, research, and strategies for leading a data-driven culture.

To show respect for individuality, leaders should support the use of personal pronouns in communication.

Our site is free and unlocked today through Thursday, and we’re offering recommendations to help you tackle your biggest challenges.

Why words matter in crucial conversations, alarming U.S. job trends, and how to make data meaningful.

Businesses distracted by the language around racism should instead focus on taking steps to actively prevent it.

To operate their companies effectively worldwide, leaders need to rethink how work gets done, and where.

Enrica N. Ruggs and Derek R. Avery explore how to begin discussions of racial equality in the workplace.

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

The COVID-19 pandemic has permanently changed social norms. Although there will be enormous challenges ahead, these changes nonetheless offer business leaders an opportunity to create a future that’s different from — and better than — the prepandemic “business as usual.”

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

Four team management practices have been key to navigating the initial pivot to virtual workplaces.

A fundamental source of confusion about change is the use of that single term — change — to refer to three distinct strategies.

CFOs need to lead AI technology decision-making — and they should start now.