Leadership

Redefining Work for New Value: The Next Opportunity

Investing in job redesign without first planning for and investing in redefining work narrows future outcomes and limits opportunities for both growth and long-term value creation. Understanding the relationship between these two approaches to work is essential to any strategic effort to compete over the long term.

Should Businesses Stop Flying to Fight Climate Change?

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  • Read Time: 9 min 

It’s known as flight shaming: Everyone from Prince Harry to CEOs heading to Davos are being asked how they can care about carbon emissions and still climb aboard an aircraft. So should we all stop flying? The answer is a definitive “maybe”: There are good reasons to keep flying, especially in the service of tackling climate change, and for deeper reasons like connecting humankind when we need global cooperation.

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MIT SMR Unlocked for All Visitors

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On March 20 and 21, MIT Sloan Management Review is unlocking its site, allowing visitors to freely explore all of our articles, reports, posts, videos, webinars, tools, and case studies. Why? We’re celebrating our ongoing growth and invite new and long-term customers to celebrate with us. We work to collect here the best new ideas, research, and tools, and we want to give visitors the chance to experience all of it.

How Leaders Face the Future of Work

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Some leaders have failed to realize that the daily lives of those who work in their organizations will inevitably be transformed over the coming decades. But it’s the responsibility of leaders to create clarity about the future of work. That means being engaged with creating a narrative about the future of jobs, actively championing the learning agenda, and role modeling work flexibility — for instance, by taking paternity leave or working from home.

What Sets ‘Superbosses’ Apart From Other Leaders?

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In a Q&A, Sydney Finkelstein, the author of Superbosses: How Exceptional Leaders Master the Flow of Talent, notes that employees entering the workforce today have technological capabilities unmatched by any workforce before them. That’s changing the way leaders must operate. Today’s best leaders embrace technology as a management tool but retain a human touch, creating opportunities for the employees they manage and enabling flexible work practices.

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Maximizing the Impact of Enterprise Social Media

Companies adopt enterprise social media (ESM) platforms in the hope that employees will reap the benefits of knowledge sharing, collaboration, and efficiency. But the technical and cultural disconnect between ESM and the rest of the internal IT systems and digital platforms that employees use daily means that less than 50% of ESM platforms are actually used by employees on a regular basis.

The New Digital Mandate: Cultivate Dissatisfaction

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  • Read Time: 7 min 

Employee satisfaction can be a double-edged sword. Satisfied employees produce higher quality-outputs and have less turnover. But satisfaction can inhibit innovation: People who are OK with the current way of doing business are not likely to transform it. They need to be aggravated enough with their current situation that they are willing to take the risks to change it. By sowing the right kinds of dissatisfaction, leaders can drive their organizations to higher levels of innovation and value.

Tangled Webs and Executive Naïveté

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  • Read Time: 6 min 

Leaders in a digital world have to navigate more complexity than ever before, where a problem that arises in one node of such network work can spread easily, with widespread adverse impact. But complexity-induced problems often have similar fundamental causes — and similar solutions. Leaders can ameliorate the effects of complexity by developing broader, not just deeper, perspectives; learning to think in terms of scenarios; and being clear about strategic intent.

Building a Robotic Colleague With Personality

Researchers are exploring how to create intelligent machines that work with us better as opposed to taking our place. Robots that can express human body language can have a positive effect on their human colleagues, enabling them to be more effective at their jobs, take on higher-level tasks, and realize psychological benefits. The overall result is a more productive human-robot team.

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