Organizations continue to experiment with where and when work takes place. They’re also paying attention to how these decisions —and trade-offs — impact everything from productivity to morale.
Featured Leadership Collections: Navigating the Future of Work
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Teamwork Reinvented: How to Orchestrate Successful Teams in the New World of Work
Great teamwork is at the heart of how managers add value to organizations — but creating the conditions for it to flourish is a tougher job than ever.
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How to Make Your Company More Resilient
Being able to identify and then adapt quickly to shifting changes and opportunities can be a buffer against disruption.
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AI’s Edge: A Leader's Guide to AI and Its Limits
AI has transformational power, but it’s not without limits. Learn how to assess AI’s potential and address some of its limitations for successful implementation.
New in Reports
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The Future of Strategic Measurement: Enhancing KPIs With AI
Smart organizations need smarter KPIs. This report outlines how leaders can create and capture value from smart KPIs.
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Building Robust RAI Programs as Third-Party AI Tools Proliferate
The 2023 MIT SMR-BCG responsible AI report finds that third-party AI tools pose increasing risks for organizations.
Bestsellers
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Seven Reasons to Strengthen Your Customer Benefits Focus
Marketing leaders who understand the full value of a benefits-first perspective can help their companies better compete.
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Bring Your Own AI: How to Balance Risks and Innovation
Banning GenAI tools won’t work. Leaders should set guidelines that let employees experiment: This mitigates risks while opening the door to organizational gains, research shows.
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The Real Value of Strategic Planning
Most companies invest a significant amount of time and effort in a formal, annual strategic-planning process & #8212; but many executives see little benefit from the investment. In the course of the authors’ research, one manager compared his company’s process with a “primitive tribal ritual,” and another likened it to the Soviet system: “We pretend to make strategy and they pretend to follow it.” The authors found that, although few truly strategic decisions are made in the context of a formal process, formal planning can be a real source of competitive advantage when it is approached with the right goal in mind: as a learning tool to help companies create within their management teams “prepared minds” (to borrow from Louis Pasteur). The key is getting right a host of seemingly mundane but actually critical details concerning the annual meetings that are at the heart of all formal processes & #8212; including who should attend the meetings, where they should be held and what kind of preparation is necessary to make them effective. Following an analysis of those details, the authors offer several examples showing prepared minds in action, in which formal planning helped managers make solidly grounded, real-time strategic decisions in a world of turbulence and uncertainty.
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Strategically Engaging With Innovation Ecosystems
Connecting companies to clusters of startups, researchers, and investors can accelerate corporate innovation.