Skip to content

Leadership

  • The Trouble with Homogeneous Teams

    Diversity in the workplace can increase conflict. But research also suggests that if teams lack diversity, they will be more susceptible to making flawed decisions.

    More

  • The Truth About Hierarchy

    Hierarchies are often seen as an obstacle to innovation. However, a growing body of research shows that the right kind of hierarchy can help teams become better innovators and learners.

    More

  • What to Expect From Agile

    What happens when a company whose roots go back over a century — a bank, no less — decides to adopt agile management methods developed in the software industry? Though ING bank in the Netherlands is less than three years into the process — and it’s therefore premature to declare the initiative a success — taking a deep dive into the organization’s early experience with agile is nonetheless instructive.

    More

  • A New Approach to Designing Work

    For years, management thinkers assumed that there were inevitable trade-offs between efficiency and flexibility — and that the right organizational design for each was different. But it’s possible to design an organization’s work in ways that simultaneously offer agility and efficiency — if you know how.

    More

  • Leading in a Time of Increased Expectations

    Traditionally, big energy companies focused primarily on power generation, not customer-centricity. But that’s changing — and today’s digitally empowered customers have opinions about everything from where their energy should come from to when their bills should arrive. Lynn Good, CEO of Duke Energy Corp., reflects on guiding her company through this transformation.

    More

  • CIOs and the Future of IT

    Chief information officers need to oversee all of IT – in close collaboration with marketers and the business units. Only then can companies deliver digital experiences that win, serve, and retain increasingly demanding customers.

    More

  • How to Become a Game-Changing Leader

    To successfully lead major organizational transformations, executives need to align purpose, performance, and principles within their companies. Doing so isn’t easy — and requires mastery of a wide range of leadership skills.

    More

  • The Trouble With Corporate Compliance Programs

    Companies with rigorous compliance programs hope such programs will curtail employee wrongdoing. But to prevent employee misconduct, companies also need to understand how employees reach unethical decisions — and what affects their decision-making processes.

    More

  • What CEOs Get Wrong About Vision and How to Get It Right

    Many executives don’t understand how to craft a compelling vision for change that will gain widespread commitment within their organization. Leaders should start by asking themselves: What will people see, hear, and feel once the changes have been achieved?

    More

  • Helping Employees Improve Performance

    Nik Kinley and Shlomo Ben-Hur wrote in an earlier MIT Sloan Management Review article that managers should play a more active role in employee development. Several readers wanted more details.

    More