MIT Sloan

Carolyn Geason-Beissel/MIT SMR | Getty Images An increasing number of companies are tying employees’ compensation to their performance, and for good reason. The pay-for-performance (PFP) model has always been common in sales but has expanded in recent years to public school systems and even doctors’ offices, where 45% of doctors now receive PFP, up from

Alice Mollon “People are not OK,” professor and author Brené Brown told an audience in October. She’s right. The mood she points to — “emotionally dysregulated, distrustful, and disconnected” — is visible everywhere you look. We’re seeing public CEO meltdowns, as well as pervasive well-being challenges on a worldwide workforce scale. In one stunning study,

Carolyn Geason-Beissel/MIT SMR | Getty Images Organizations tend to change much more slowly than AI technology does these days. This means that forecasting enterprise adoption of AI is a bit easier than predicting technology change in this, our third year of making AI predictions. Neither of us is a computer or cognitive scientist, so we

Harry Haysom/Ikon Images Chad repeatedly undermined Sue by sharing private information behind her back to her subordinates. When Sue confronted him, Chad said he was sorry in order to move past the issue. Brenda continuously micromanaged her subordinates, leading to feelings of disrespect and low morale among her team members. When they talked to her

Chris Gash As companies push for greater productivity, an uncomfortable truth is emerging: Many employees no longer have the capacity to keep up. Leaders describe the same pattern everywhere — too many meetings, too little time to think, constant digital interruption, and a pace that leaves no room for recovery. Beneath these symptoms lies a

Our most-watched video of the year took on a tough topic: the hype surrounding artificial intelligence. MIT economist and Nobel laureate Daron Acemoglu grabbed readers’ attention with his no-nonsense take on what AI will and won’t do to the modern economy and employment — earning hundreds of thousands of views and sparking a spirited discussion

Carolyn Geason-Beissel/MIT SMR | Getty Images Despite decades of effort to improve diversity, most organizations continue to struggle with ensuring fairness in how they identify, develop, and promote talent. Traditional approaches still rely on narrow leadership prototypes. Opaque processes and behaviors subtly reinforce exclusion. Practices often replicate existing power structures, unintentionally marginalizing individuals from underrepresented

Matt Harrison Clough In 1982, millions of Americans tuned in to the ABC news program 20/20 to watch an exposé that shook the medical world to its core. The segment, titled “The Deep Sleep: 6,000 Will Die or Suffer Brain Damage,” told harrowing stories of patients harmed by anesthesia errors. The narrator warned viewers, “If you are going to

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