Leadership

Experts share compelling arguments for and against the creation of a CAIO role to manage AI across an organization.

Learn strategies to improve Gen Z’s satisfaction with hybrid work arrangements in this short video.

To get employees with not-invented-here syndrome to open up to new ideas, companies may have to incentivize or push them.

Companies find greater success with hybrid work schedules when they make in-person time count.

Which allyship actions will help your organization the most? This three-part framework can help you decide.

Learn ways to create a nimble, resilient organization amid change with these insights from Kotter Inc.

Winning CXOs shape experiences that boost business outcomes by debunking myths about customer desires with real data.

During the pandemic, leaders tolerated behaviors that were a bit feral. Here’s why and how to adopt better practices.

Learn how you can approach layoffs in the most humane manner possible in this short video.

Explore MIT Sloan Management Review’s six most popular articles for the first half of 2024.

Amid rising cultural divides, business leaders face tough choices on public stances and must consider multiple audiences.

Companies are best served by a CMO whose skills and knowledge align with their needs at their particular growth stage.

Gen Z — already adept at online communication — can model ways for hybrid teams to develop stronger digital connections.

The full video of MIT SMR’s annual symposium looks at how to empower an AI-fueled workforce.

Treating employees like kids causes dysfunction. Learn how to build a healthier workplace culture.

MIT Sloan Management Review’s summer 2024 issue highlights ways to better support customers, partners, and employees.

This issue of MIT SMR focuses on analytics, the challenges of advancing artificial intelligence, and business strategy.

Two frameworks can help organizations identify potential harms posed by algorithms, AI tools, or large language models.

GE Appliances president and CEO Kevin Nolan discusses differing approaches to management and innovation at GE and Haier.

Leaders’ direct involvement and presence in all stages of a workforce reduction helps maintain trust and mitigate harm.