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Strategy

  • A New Playbook for Diversified Companies

    Strong multi-business companies are defying expectations in three ways.

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  • Taking Stock of Corporate Risk-Taking

    Boards can counter the risks that stem from executive bias by following three key steps.

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  • Intelligent Decision-Making

    Leadership Collection Being able to make decisions with the right balance of speed and information is often what separates successful managers from unsuccessful managers. This collection of articles from MIT Sloan Management Review looks at the decision-making process and the need for good judgement and decisiveness in a variety of circumstances, including times of crisis, situations in which people are facing information overload, and instances when trust has been eroded.

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  • Keeping the Focus On What’s Important

    Leadership Collection Managers often spend too much time doing things that are not high priorities. This collection of articles from MIT Sloan Management Review examines how both individuals and organizations can best align goals with plans, keep projects on track, and use outside voices to help them remain focused on opportunities and not just threats.

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  • Negotiating Acquisitions and Partnerships

    Leadership Collection How can leaders increase their odds of having successful negotiations? This collection of articles from MIT Sloan Management Review examines the many stages of negotiation, from evaluating potential partners and valuing the deal to providing protection from lies during the bargaining process and managing the ongoing relationship.

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  • Perfecting Your Thinking Skills

    Leadership Collection Critical thinking — meaning the ability to transcend bias and partial information to draw from objective analysis of facts to form a judgment — is one of the more challenging skills for managers to cultivate. This collection of articles from MIT Sloan Management Review examines the ways to use data to supplement instinct, the importance of looking out for potentially important weak signals, and the ways to incorporate critical thinking into an organization overall.

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  • Getting Smarter About Strategy

    How can executives make themselves smarter about strategy? This collection of articles from MIT Sloan Management Review examines the ways managers can set themselves up to think more strategically, examine opportunities, and then sell their ideas to stakeholders.

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  • Balancing Perseverance with Agility

    Leadership Collection Today’s leaders need to be able to adapt and stay focused in the age of uncertainly. This collection of articles from MIT Sloan Management Review examines the need for continual reinvention, the ways to tap creativity strategically, and the fact that to grow as executives, people sometimes have to manage their strongest tendencies.

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  • With Goals, FAST Beats SMART

    Managers are often advised to make their goals specific, measurable, achievable, realistic, and time-bound (SMART), but the traditional approach to goals can actually undermine the ability of a company to execute its strategy. Instead, managers should set goals that are "FAST": embedded in Frequent discussions; Ambitious in scope; measured by Specific metrics, and Transparent.

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  • What's Your Cognitive Strategy?

    In the eyes of many leaders, artificial intelligence and cognitive technologies are the most disruptive forces on the horizon. But most organizations don't have a strategy to address them.

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