MIT Sloan

Have your engineering teams embraced generative AI for coding projects? If not, they likely will soon. But there’s a paradox: While these tools can deliver real productivity gains, they can also create hidden risks that could cripple your systems months or even years later. In this video, MIT Sloan Management Review features editor Kaushik Viswanath

Carolyn Geason-Beissel/MIT SMR | Getty Images Few organizations can legitimately claim to have been doing analytical research for over a century. But in 1924, Procter & Gamble CEO William Cooper Procter asked Paul “Doc” Smelser, an economist at P&G for 34 years, to find out how many customers used Ivory soap to clean their bodies

Carolyn Geason-Beissel/MIT SMR | Getty Images Despite the enthusiasm around generative AI, many projects fall short of expectations and fail to deliver business value. In July, Gartner predicted that by the end of 2025, 30% of GenAI initiatives will have been abandoned after proof of concept. The problem is less about technology and more about

On today’s episode of the Me, Myself, and AI podcast, Wendy’s product manager Will Croushorn joins host Sam Ransbotham to share how FreshAi, the fast-food restaurant’s voice-based AI ordering system, is reinventing the drive-through experience for millions of customers. From handling 200 billion ways to order a Dave’s Double burger to making fast food more

Many employees feel stretched thin right now — facing excessive workloads, unclear expectations, and a lack of meaningful connection at work. This kind of burnout quietly erodes people’s motivation and sense of well-being. At the other end of the spectrum, the most fulfilled workers say that they are challenged and inspired in their roles and

When we talk about the importance of authentic leadership, we often focus on how a leader is perceived and builds trust. But there can be a shadow side to authenticity that can have negative effects, when we see authenticity as a license to express our unfiltered selves. In his work with executives and research into

How to Make Scenario Planning Stick Paul J.H. Schoemaker and Shardul S. Phadnis Key Insight: Companies are better able to respond to rising uncertainty when they combine scenario planning with other strategic practices. Top Takeaways: Scenario planning is a valuable tool for managing uncertainty in an organization, but its impact can be limited if the

Brian Stauffer Read More on Scenario Planning How to Make Scenario Planning Stick by Paul J.H. Schoemaker and Shardul S. Phadnis A Faster Way to Build Future Scenarios by Rafael Ramírez, Trudi Lang, Joakim Köhler, and Matt Mennell Assess What Is Certain in a Sea of Unknowns by Cynthia Selin Scenario Planning: A Tool for

Brian Stauffer Read More on Scenario Planning Broadening Future Perspectives at the Bank of England by Jacqueline Koay, John Lewis, Julia Giese, and Melissa Davey How to Make Scenario Planning Stick by Paul J.H. Schoemaker and Shardul S. Phadnis Assess What Is Certain in a Sea of Unknowns by Cynthia Selin Scenario Planning: A Tool

Brian Stauffer Read More on Scenario Planning Broadening Future Perspectives at the Bank of England by Jacqueline Koay, John Lewis, Julia Giese, and Melissa Davey How to Make Scenario Planning Stick by Paul J.H. Schoemaker and Shardul S. Phadnis A Faster Way to Build Future Scenarios by Rafael Ramírez, Trudi Lang, Joakim Köhler, and Matt