Articles

A new global study finds several new categories of human jobs emerging. These roles are not replacing old ones. They are brand-new positions that complement the tasks performed by AI machines and will require skills and training that have never before been needed.

Any organization intent on surviving and thriving into the future must follow a disciplined approach to “flaring” and “focusing,” as it alternates between broadly imagining and vigorously challenging the possibilities.

The authors examine how managers can combine a sophisticated understanding of human decision making with technology-enabled insights to make smarter choices in the face of uncertainty and complexity. Integrating the two streams of knowledge is not easy, but once management teams learn how to blend them, the advantages can be substantial.

Few questions in business are more powerful than “What problem are you trying to solve?” Leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. But stopping to ask this question doesn’t come naturally — managers must put conscious effort into learning a structured approach.

It is impossible to block negative emotions from the workplace. Whether provoked by bad decisions, misfortune, poor timing, or employees’ personal problems, no organization is immune from trouble. And trouble agitates bad feelings. However, in many workplaces, negative emotions are brushed aside; in some others, they are taboo. Unfortunately, the author’s research suggests that neither of these strategies is effective. Instead, insight and readiness are key to developing effective responses.

A recent MIT Sloan Management Review article argued that companies need to choose whether to focus their digital strategy on customer engagement or digitized solutions. But several readers wondered why they needed to choose one option over the other.

Bringing digital innovation to an established company such as Volvo Cars requires carefully balancing new capabilities and core competencies.

To combat cyberattacks, companies need to understand both hackers’ tactics and their mindsets.

People are living and working longer — but companies are unprepared for the implications of that.