Uncertainty

MIT SMR’s fall 2024 issue highlights the need for personal and organizational resilience amid global uncertainty.

Leaders should consider the potential repercussions of the U.S. Supreme Court ruling that overturned the legal doctrine.

Seven ways managers can support their teams amid instability to help workers maintain a sense of control and motivation.

A more logical approach to risk management can help leaders sustain value generation through disruption and uncertainty.

During times of crisis, managers should prioritize individualized consideration and building trust to support employees.

Leaders should build resilience, local agility, and portfolio agility to prepare for economic uncertainty.

MIT SMR’s fall 2022 issue includes articles on board refreshment, collaborative relationships, and management skills.

A roundup of MIT SMR articles to help business leaders navigate the uncertainty and volatility of an economic downturn.

The authors suggest five actions leaders can take to create a workplace that supports employees and fosters resilience.

Growing inflation and supply chain issues are raising concerns that a recession is looming. But companies can prepare.

Gerald C. (Jerry) Kane, Rich Nanda, and Anh Phillips, authors of the book The Transformation Myth, outline the traits and principles essential for adapting to disruption, especially following the COVID-19 pandemic.

The collective intelligence of remote teams, synthetic data for machine learning, and delegation to bridge virtual distance.

The pandemic’s impact on business strategy, digital superpowers to thrive through disruption, and “explicit uncertainty” to avoid algorithmic harm.

Ten key cultural factors for employee retention, the invisible burdens of collaboration, and the problem with certainty.

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

In this Q&A, ADP CTO Urvashi Tyagi describes a career spent solving problems that span technology, culture, and mindset.

Leaders can make smarter customer strategy decisions in turbulent times through sound economic and strategic thinking.

A framework to help leaders understand how they weathered COVID-19 and to keep leveraging their new innovation skills.

Leaders must plan now for a workplace forever changed by COVID-19.

Advice on how leaders can support their teams in times of uncertainty and change.