Innovation

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.

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.”

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

The ease with which consumers have adapted to rapid change signals a future of more disruption.

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

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

Strategizing for change, leading with agility, and developing AI strategy.

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

Leading through difficult times requires agility to leverage the turbulence around you.

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

Innovators need to develop their innovation capital so they can turn their ideas into reality.

A pharmaceutical giant enlists a consultant to help create an industry-leading global compliance system.

COVID-19’s impact on in-person work and global value chains may slow down innovation, too.

Social distancing has renewed consumer interest in high-touch, full-service business models.

A country’s mix of occupations, technology backbone, and demographics impacts its conditions for remote work.

MIT SMR summer 2020 highlights leadership and innovation strategies, employee morale, and data sharing.

How to harness sensor data to generate new value and revenue for traditional products and services.

Use a networked approach to manage distributed innovation across teams, units, and regions.

It’s early in the age of experimentation — and the right time to start building expertise.