Corporate Leadership

Interviews with 100 CMOs reveal common challenges in designing marketing organizations, as well as ways to address them.

Corporate downfalls offer a warning about the risks of trading competitive advantages for short-term financial gains.

The CARE model is a road map for increasing diversity among organizations’ board members and assessing boards’ impact.

Many companies are just going through the motions of recruiting more diverse board members. That needs to change.

Having different social media identities for different sets of stakeholders is no longer possible.

When CFOs have greater influence, companies are less likely to destroy value by overpaying for acquisitions.

A panel of experts weighs in on whether responsible AI should be connected to corporate social responsibility efforts.

Poor design of C-suite jobs can block executives succeeding in their roles.

Our new report, “Workforce Ecosystems: A New Strategic Approach to the Future of Work,” describes how many organizations are recognizing that workforce ecosystems offer a productive approach to strategic workforce management.

Digitally savvy executive teams deliver huge premiums in growth and valuation to their companies.

Hear from coauthors of the 2021 research report, “Leadership’s Digital Transformation,” about the ways leaders must transform themselves to lead organizations today.

Digital collaboration tools, new brand strategies, and our 2021 Future of Leadership report.

Digital transformation efforts are most effective when leadership priorities reflect an organization’s cultural values.

In this webinar, MIT SMR author Eric J. McNulty shares practical tips for leaders leading through the global COVID-19 pandemic.

Companies can and should take meaningful action in response to human rights abuses by governments.

Finding your best interviewers, key competencies for IT professionals, and how founder CEOs take advice (or don’t).

Our analysis of employee reviews reveals the importance of transparency and communication to corporate culture.

New research explores whether founder CEOs incorporate or ignore advice from their leadership teams.

Returning “boomerang” CEOs, job crafting, and working with robots.

A comparative investigation of boomerang and non-boomerang CEOs reveals some nonobvious insights and critical implications for leaders.