Leading Change

This Strategy Guide shares insights on AI use for strategic advantage and positive societal impact.

Businesses that don’t understand the connection between business transformation and culture change risk obsolescence.

New value creation with strategic data assets, in-store shopping to build customer loyalty, and habits to enable enduring culture change.

Top MIT SMR article topics include work and strategy redesign, and developing leadership skills for the hybrid future.

Culture change starts with new actions, not with business leaders identifying or articulating a desired culture.

New research on retail profitability, the promise of platform-based business models, and retraining employees to meet revised strategic priorities.

Companies must retrain their employees to fill the roles most closely aligned with their revised strategic directions.

The pandemic has upended business. Let’s consider how managers should respond.

The Special Report in MIT SMR‘s Summer 2021 issue looks at how businesses can support a more inclusive workplace culture. Also in this issue: ways to communicate — and disagree — using candor and logic, business’s role in national emergencies, how volunteering helps workers’ skills, and changing the rules to suit turbulent times.

PepsiCo’s Colin Lenaghan discusses AI’s role in the company’s pricing strategy and ongoing digital transformation.

Knowing why racial equity initiatives provoke opposition can help you lead employees through change.

Good arguments at the core of great strategy, the risks of concurrent change initiatives, and the courage to be candid.

New research points to consistency as a pivotal success factor when companies launch concurrent change initiatives.

A new interview series will offer lessons to help leaders manage their teams, navigate complexity, and adapt to change.

Practical strategies for hybrid work, linking good intentions to intentional actions, and Daniel Kahneman on “noise.”

Adapting roles amid organizational change, “invisible” leadership transitions, and new digital olfaction technologies.

Leaders can manage large-scale change by helping employees adapt to new identities, not new tasks.

We’re moving toward a system of work design that will profoundly change the roles of organizational leaders.

Employees at all levels can be leaders in an organization that fosters a purpose-drive culture.

Companies upskilling their workforce are less likely to be caught flat-footed by broad tech changes.