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Practical guidance to support an anxious and uncertain workforce, manage multiple crises, and guide the organization through economic turmoil, all while isolated from teams and workplaces.

Some technology platforms just perform better than others. Learn how the best models provide value to both companies and consumers.

To decide whether to pursue a global strategy, you need to examine industry dynamics

Danish shipping and energy company Maersk Group learned to embrace the social media spotlight.

Suzanne Fallender (Intel), interviewed by Nina Kruschwitz. Just because you can't measure an action doesn't mean it's not creating value, says Suzanne Fallender, director of CSR Strategy and Communications for Intel. Her job, though, is to measure wherever she can and make the best case possible for incorporating sustainability efforts into every facet of the company. "We have been doing a lot of things around sustainability for a very long time," says Suzanne Fallender, director of CSR (corporate social responsibility) Strategy and Communications in the Intel Global Corporate Responsibility Office. "What we're doing now is trying to take it to that next level of integration in terms of our strategy, in terms of our governance system, in terms of employee engagement," she says. "That's really where we've been focusing a lot of our efforts." Fallender came to her role four and a half years ago from outside the company. "I went from analyzing thousands of companies doing CSR to being inside a company, and I always tease that I get a taste of my own medicine now." In her current role, Fallender oversees all of Intel's CSR programs. She's also front and center on the issue in social media, tweeting at @sfallender. In a conversation with Nina Kruschwitz, an editor and the special projects manager at MIT Sloan Management Review, Fallender talks about the challenges of breaking out costs and payoffs of sustainability efforts, how the company is using targeted websites like ExploreIntel.com to provide year-round real-time reporting of CSR activities and how Intel sees value in helping create long-term demand for renewables, even if it means paying more for green energy today.

Does the strategy of linking market share to profits really work? This investigation argues that there is simply no causal relationship between market share and profits. In highly volatile industries, market-share-based strategies can be misleading. The authors provide evidence from two studies, one using the FTC Line of Business data and the other employing data on the performance of sixty-three companies in three countries. In the first case, companies that maintained stable operations were more profitable than those that maintained stable market shares. In the latter, Japanese companies in a wide variety of industries had more stable operations than comparable U.S. firms.

Why do your customers choose to buy from you rather than from your competition? For the past three years, marketing professors Mark Vandenbosch and Niraj Dawar have posed that question to more than 1,500 senior executives in interviews and group discussions. And despite the vast range of industries represented by the executives they probed, the responses they got were remarkably similar. The executives agreed almost universally that offering great products, technologies or services is merely the entry stake into the competitive arena. Most spoke of the need to maintain an edge in the way their companies interact with customers; that is, they recognized that customers often value how they interact with their suppliers as much or more than what they actually buy. As the main drivers of customer choice, the executives cited cost-oriented factors such as convenience, ease of doing business, product support and risk-oriented factors such as trust, confidence and the strength of relationships. Strategies built around reducing customers’ interaction costs and risk are strategies that offer a systematic way to tap into new sources of customer value while avoiding the often futile attempt to compete on product innovation. The authors illustrate five different strategies that some companies are using to build a sustainable advantage through their approach to customers. These strategies are not easy to devise or implement; they require creativity, imagination, hard work and a willingness to take risks. But as the examples in this article demonstrate, the rewards are more than worth the effort.

A study uncovers how taking a strategic approach to diversity, equity, and inclusion can boost financial performance.

Digital Strategy Guide How are organizations using social media most effectively? This collection of articles from MIT Sloan Management Review examines the value of devising a clear strategy, offering incentives for participants, and preparing for social media disasters.

Content websites can convert visitors to paying customers by engaging them in a "ladder of participation."