MIT Sloan Management Review

MIT Sloan Management Review We explore how leadership and management are transforming in a disruptive world.

At MIT Sloan Management Review (MIT SMR) we explore how leadership and management are transforming in a disruptive world. We help thoughtful leaders capture the exciting opportunities--and face down the challenges--created as technological, societal, and environmental forces reshape how organizations operate, compete, and create value. MIT SMR reserves the right to remove comments that use language that MIT SMR staff regard as abusive, attacking, or offensive.

When was the last time you heard your own thoughts without a notification interrupting?This summer, the best leaders are...
07/12/2025

When was the last time you heard your own thoughts without a notification interrupting?

This summer, the best leaders aren't the ones always "on" – they're the ones brave enough to power down.

Your team needs you recharged, not burned out.

➡️ Discover why unplugging is the ultimate leadership strategy >> https://mitsmr.com/4kLwdIK

Delegation isn’t just a way for you to free up time in your workday. Managed strategically, delegating responsibility to...
07/10/2025

Delegation isn’t just a way for you to free up time in your workday. Managed strategically, delegating responsibility to members of your team can be an opportunity to develop their capabilities. Effective delegation demands clarity around expectations, decision-making autonomy, and success metrics. When team members’ potential is developed and their confidence increases, it benefits everyone.

Read the full article >> https://mitsmr.com/4kv123h

Leaders often overlook destructive meeting dynamics that can undermine team success. Effective meeting leaders balance t...
07/09/2025

Leaders often overlook destructive meeting dynamics that can undermine team success. Effective meeting leaders balance three crucial roles — shaper, participant, and observer — while watching for three red flags: fake attentiveness, marginalized voices, and faux consensus. Learn practical tactics to address these issues, starting with streamlining agendas and engaging with existing relational networks.

https://mitsmr.com/449NTXk

Novo Nordisk’s generative AI deployment to 20,000 employees has useful insights for companies working to scale their own...
07/08/2025

Novo Nordisk’s generative AI deployment to 20,000 employees has useful insights for companies working to scale their own AI efforts. Its leaders navigated three key challenges: a midcycle enthusiasm dip that can kill GenAI adoption, function-specific needs that demand tailored training, and cultural resistance. Novo Nordisk’s solution combined champion networks, targeted enablement, and adaptive governance — with senior employees serving as unexpected change agents.

Read the full article >> https://mitsmr.com/4lgUKFx

Radical uncertainty is paralyzing leaders and companies across the U.S. Unlike manageable risk, radical uncertainty has ...
07/07/2025

Radical uncertainty is paralyzing leaders and companies across the U.S. Unlike manageable risk, radical uncertainty has no boundaries or historical data to suggest the way forward. Two dangerous patterns can emerge as a result: overindexing on short-term signals and anchoring on false certainty to escape anxiety. The solution is for leaders to prepare for radical uncertainty through expansive scenario planning, where uncertainties are mapped out further than seems plausible.

Read the full article >> https://mitsmr.com/44fZ9CO

07/06/2025

Summer 2025 issue is live! Special report: "Leading Wisely"

With assumptions turned upside down, leaders need grounded thinking and skillful perspective-taking to navigate today's landscape.

💭 How do you engage your brain differently to see more clearly and listen more attentively?

Read the full issue >> https://mitsmr.com/45i9H5d

In the spring of 2025, we fielded a global executive survey yielding 1,221 responses to learn the degree to which organi...
07/04/2025

In the spring of 2025, we fielded a global executive survey yielding 1,221 responses to learn the degree to which organizations are addressing responsible AI. In our first article this year, we focused on accountability for general-purpose AI producers. In this piece, we examine the relationship between explainability and human oversight in providing accountability for AI systems.

In the context of AI governance, explainability refers to the ability to provide humans with clear, understandable, and meaningful explanations for why an AI system made a certain decision. It is closely related to, but broader than, the more technical notion of interpretability, which focuses on understanding the inner workings of how a model’s inputs influence its outputs. Both concepts seek to improve the transparency of increasingly complex and opaque AI systems and are also reflected in recent efforts to regulate them. For example, the European Union’s AI Act requires that high-risk AI systems be designed to enable effective human oversight and grants individuals a right to receive “clear and meaningful explanations” from the entity deploying the system. South Korea’s comprehensive AI law introduces similar requirements for “high-impact” AI systems (in sectors like health care, energy, and public services) to explain the reasoning behind AI-generated decisions. Companies are responding to these requirements by launching commercial governance solutions, with the explainability market alone projected to reach $16.2 billion by 2028.

The growing focus on explainability and oversight leads to the natural question of whether one can exist without the other, which is why we asked our panel to react to the following provocation: Effective human oversight reduces the need for explainability in AI systems.

Read the full report >> https://mitsmr.com/3FX8pCf

The editors of MIT Sloan Management Review share the six articles that have resonated most with readers in the first hal...
07/03/2025

The editors of MIT Sloan Management Review share the six articles that have resonated most with readers in the first half of 2025. Consider this expert advice on your toughest leadership problems, from AI change management to decision-making at times of great uncertainty.

Continue reading >> https://mitsmr.com/44raej5

Are your sustainability goals ambitious enough to make a real impact? 🌱MIT SMR's special collection "Making the Case for...
07/02/2025

Are your sustainability goals ambitious enough to make a real impact? 🌱
MIT SMR's special collection "Making the Case for Ambitious Sustainability Goals" includes three articles:

⚫ "Set Ambitious but Realistic Environmental Goals"
⚫"The Way to Net Zero: Reducing Emissions Takes Teamwork"
⚫"The Myth of the Sustainable Consumer"

Get your complimentary PDF download of this special collection.
Register now to access! https://mitsmr.com/3HPXk6B

There are smart ways to manage the societal impacts a company has across its value chain.

07/01/2025

What if "always available" is actually killing your productivity?

This summer we're sharing how successful leaders unplug to level up.

(Spoiler: It's not checking Slack on vacation)

MIT SMR's free Unplugged series reveals how the best leaders create cultures where unplugging isn't just allowed—it's encouraged. Start reading now >> https://mitsmr.com/4kLwdIK

Research reveals that nearly 1 in 8 people feel effective, motivated, and overwhelmed — simultaneously. These “desert fl...
06/30/2025

Research reveals that nearly 1 in 8 people feel effective, motivated, and overwhelmed — simultaneously. These “desert flowers” are able to thrive under harsh conditions by actively fighting work overload. We can learn how to handle the problem of overwork from such leaders’ successful strategies: passionately combating the sources of overwork, shifting energy from mindfulness to taming the work itself, and carving out independent work time despite pressure to constantly collaborate.

Read the full article > > https://mitsmr.com/44GDnZ0

Whether a company appoints executives from other countries often depends on how it sees its legacy and the influence of ...
06/29/2025

Whether a company appoints executives from other countries often depends on how it sees its legacy and the influence of the dominant national culture. To learn more, we spoke to senior leaders at five companies with a higher-than-average percentage of international C-suite executives: AstraZeneca, Nestlé, P&G, Rio Tinto, and Schneider Electric. We found out that at these companies, more-diverse leadership teams support business growth in four key ways.

1. Fostering openness to alternative viewpoints.
2. Securing the governmental — and social — license to operate.
3. Extending the company’s contribution to society.
4. Increasing knowledge flows.

Read the full article >> https://mitsmr.com/3HxOnil

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