Management
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Take 5: Let’s Get Ethical
An ethical organization isn’t one that avoids scandals; it’s one built so that scandal has nowhere to hide. Ethical behavior in organizations depends on a healthy dynamic among individual self-awareness, company culture, and leadership judgment, each reinforcing the other through accountability. When any link in those connections weakens, the damage propagates across all of them. …
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How America out-deindustrialised Europe
Despite the prevailing narrative of Western deindustrialisation as one of a rigid Europe and a dynamic America, Richard Baldwin, Saul Estrin, and Bob Hancké argue that the comparison of the EU with the US turns this narrative on its head. While both have experienced deindustrialisation, it has been for different reasons and with the US’s running deeper. The familiar story of deindustrialisation says Europe is over-regulated, over-taxed and burdened by ageing factories, while the United States is…
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Robots Are Coming — but Not Everywhere
Getty Images “The ChatGPT moment for robotics is coming,” declared Nvidia CEO Jensen Huang at the Consumer Electronics Show in January 2025. It’s a widespread expectation: that humanoid robots will follow the same explosive adoption curve as generative AI. Our research suggests the opposite. Humanoid robotics will be adopted unevenly, across diverging use cases and…
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A New Way to Address Troubled Team Dynamics
Gillian Blease/Ikon Images The Research The authors adapted the Big Five personality test into a tool for illustrating personality preferences among team members. They and their colleagues tested the tool with over 600 ad hoc teams that attended IMD leadership development programs. They confirmed the applicability of this method with 100 senior executive teams in…
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Creating Shared Prosperity With AI: Stanford Digital Economy Lab’s Erik Brynjolfsson
Erik Brynjolfsson has a challenge for anyone worried about artificial intelligence: Stop asking what AI will do to us, and start asking what we will do with AI. In this episode of Me, Myself, and AI, the Stanford University economist explains why technology isn’t the biggest barrier to progress — people, organizations, and institutions are.…
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How Leaders Unlock Innovation on the Front Lines
PPaint/Ikon Images Balancing the daily grind of operations with the spark of innovation is one of the most persistent challenges managers face.1 Regulatory compliance, performance metrics, and the never-ending demands of customers can easily crowd out creative thinking. Work overload or mismanaged operations elevate employee stress, which directly constrains ideation capacity. This cognitive bottleneck triggers…
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What CEOs Need to Know About Sovereign AI
Carolyn Geason-Beissel/MIT SMR | Getty Images As multinational companies implement artificial intelligence workflows and look to adopt AI across their global operations, they are increasingly running up against country-specific regulations and policies that aim to govern AI and align its use with national priorities and local cultural norms. These regulations and policies — which fall…
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The Global Scaling Gap: Why Strategic Clarity Is Crucial in the Age of AI
Michael Glenwood Gibbs/theispot.com Digital platforms and generative AI have lowered the barriers to accessing global talent, capital, and knowledge for companies everywhere while making it possible to reach customers across languages and cultures. Research my colleagues and I have conducted suggests that such tools make it easier for entrepreneurs to serve global markets and for…
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How GenAI Can and Can’t Help Manage Customer Insights
Carolyn Geason-Beissel/MIT SMR | Getty Images To understand their customers and markets, a growing number of customer-oriented companies are using generative AI tools, alongside the language and reasoning capabilities of popular large language models (LLMs), to access and analyze their own internal content. These hybrid knowledge approaches, which typically employ a technique called retrieval-augmented generation…
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Finding Your Match … at the Hospital
The age-old adage “the right person in the right place at the right time” offers leaders and managers a recipe for success—in theory. But assigning a given task to the right person can be incredibly difficult in practice. Jillian Chown, an associate professor of management and organizations at the Kellogg School, and Carlos Inoue of…