Developing Strategy

A roundup of MIT SMR articles to help business leaders navigate the uncertainty and volatility of an economic downturn.

Four common mistakes can derail leaders as they make strategic plans aimed at making their organizations future-ready.

A panel of experts weighs in on whether responsible artificial intelligence hampers AI-driven innovation efforts.

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

Tools for companies and managers to rethink standard customer experience practices.

Based on a global survey, this article outlines six key features of future-ready operating models.

Strategists discuss whether blockchain will be a disruptive or sustaining innovation for the financial sector.

Delivering enterprise applications can be tough and time-consuming — and growing demand for faster delivery makes the job even more challenging.

Strategists weigh in on the role of corporate purpose in driving business performance.

The year’s top articles offer insights on driving cultural change, combating burnout and fatigue, and managing teams.

A more inclusive strategy-making process is needed when disruptions come from all directions.

For a post-pandemic future, leaders must rethink their assumptions about what customers really want.

MIT Press author Ron Adner shares how organizations can think about building competitive advantage in new ways.

Ecosystem success requires that both leaders and followers avoid the trap of egocentric thinking.

Strategists weigh in on what relaxed rules around physical presence in the office mean for productivity and performance.

Based on a global CPG survey, this article discusses priorities for operating model transformation.

To get more from their innovation efforts, businesses must first determine what type of change they want to achieve.

The pandemic’s impact on business strategy, digital superpowers to thrive through disruption, and “explicit uncertainty” to avoid algorithmic harm.

Strategy experts weigh in on what COVID-19 means for business strategy.

To be a technology leader, a CTO needs both tech and business knowledge, explains Two Sigma’s Camille Fournier.