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MIT SMR’s fall 2024 issue highlights the need for personal and organizational resilience amid global uncertainty.

The examples of Apple, Uber, and Tesla strengthen our ability to predict the impact of in-process innovations.

Leaders who explore, evaluate, and refine their values set themselves up to make better decisions.

Support for job crafting can lead to greater engagement, more effective working relationships, and more adaptable teams.

Learn how you can escape the specter of your former boss and put your own mark on a new role in this short video.

A three-part framing outlines the reasons for businesses to act on the world’s climate change challenges.

When you’re pitching to execs in your organization, deliver slides that fit those particular people just right.

The nonprofit is delivering technology and services to help its staff build AI applications efficiently and safely.

To reduce the risk of accidentally using bad artificial intelligence, we need regulation — and skepticism.

Executives should be focusing on employee outcomes and accountability rather than performative in-office appearances.

MIT SMR wants to hear from you, our readers, to better understand your biggest challenges and help you meet them.

Executives deciding their next move should weigh how they can best apply five types of personal capital.

Here’s how to fix the root problems that make organizations feel rude and uncaring to employees.

Learn some simple but effective tips on how to reduce your own and your team’s impostor syndrome.

Apply the objectives and key results model to align individual- and team-level goals with broader organizational aims.

Anti-ESG sentiment led to “greenhushing” in 2023, even as the planet experienced its hottest year ever. What’s next?

Generative AI tools suit some decision-making situations, but not all. Here’s how to pick the best approach.

Fifteen years ago, the author made predictions about what would happen in the future of work. How’d that turn out?

Measuring and improving employee performance are different tasks most effectively addressed by two separate processes.

Three new surveys of data executives have identified five trends they’ll be paying attention to in 2024.