Strategy

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.

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

Most companies treat cybersecurity as an operational issue — and miss out on strategic opportunities.

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

Winning back the gig economy, competing with revenue models, and managing teams in uncertain times.

The “sharing economy” has fallen short of its promise to workers. A new book proposes a better way.

Three kinds of revenue models make companies increasingly accountable for customer outcomes.

Risk mitigation is an important new priority for business operations during the pandemic.

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.

Developing AI-enabled business models, managing corporate social responsibility, and growing digital ecosystems.

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

Companies put themselves at risk by making four key mistakes with corporate social responsibility.

Digital ecosystem growth depends on two partnering capabilities: digital readiness and curation.

Universities worldwide scramble to create new learning environments in response to COVID-19.

Companies and leaders must strive to build business models using three key components for growth.

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.

When we can’t talk face to face, businesses must figure out how to cultivate consumer trust.