MIT Sloan Management Review

Leaders today have a huge developmental challenge.

Related Reading Michael Schrage, David Kiron, Bryan Hancock, and Raffaele Breschi, “Performance Management’s Digital Shift,” MIT Sloan Management Review, February 2019.

While M&A deals and turnarounds are individually hard to pull off, combining the two can be even more challenging.

Today, most companies equate doing analysis with writing formulas in spreadsheets.

In the last two decades, digital technologies have transformed products, services, and entire business models, including the customer value proposition and the value creation processes.

Digital transformation is knocking down silos that have long separated functions within an organization.

By now, most of us have heard of Moore’s law.

iStock/LaserLens In business, we often label renegades and rebels as troublemakers — individuals who have to “get with the program” to align the organization both internally and externally.

The marketing field has changed dramatically in recent years in direct response to the way technology has affected the wider practice of management.

Throughout their careers, employees will need information about salaries for a number of reasons, including negotiating their salary, weighing outside job offers, and deciding between next steps in their career paths.

Not long ago, it became fashionable to embrace failure as a sign of a company’s willingness to take risks.

Considering how deeply companies rely on innovation, it is astonishing how bad most of them are at finding, developing, and implementing new ideas.

High-skilled immigration is dramatically transforming the tech sector in the United States.1 In 1975 immigrants accounted for one in 12 inventors in America.

MIT SMR editor in chief Paul Michelman recently spoke with authors Paul Daugherty and H.

In the coming months, IPOs from big tech companies like Uber, Lyft, Postmates, and DoorDash won’t just draw attention and funds from investors on Wall Street.