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Nick Lowndes/Ikon Images Businesses are striving to adapt ever faster to keep pace with rapid change, and yet B2B marketing practices have remained surprisingly static. Sure, the tactics have shifted to digital executions, and the use of data has made targeting B2B buyers more precise, but marketers remain rooted in fundamentally flawed assumptions about the

PPaint/Ikon Images Dry rot. A Potemkin village. The Wizard of Oz. What do those things have in common? In each case, they may look good on the surface, but it’s only an illusion. Wood afflicted with dry rot looks just fine until the tree it’s in topples down. Grigory Potemkin is said to have tried

Phil Bliss/theispot.com A vice president of product opens her laptop on a Monday morning to find that the AI model her team had worked with for the past six weeks to build a customer workflow has been leapfrogged by a cheaper, faster alternative. Again. Her Slack feed is blowing up with links to the announcement.

Grundini/Ikon Images How does a fossil fuel company become the world’s largest developer of offshore wind? How does a software company written off for missing the mobile revolution become one of the world’s most valuable companies in the age of AI? Ørsted and Microsoft have faced a puzzle familiar to many leaders: When technological, regulatory,

For the fifth year in a row, MIT Sloan Management Review and Boston Consulting Group (BCG) have assembled an international panel of AI experts that includes academics and practitioners to help us understand how responsible artificial intelligence is being implemented across organizations worldwide. In previous posts this year, we have explored artificial intelligence’s impact on

For this final issue of MIT Sloan Management Review, Benjamin Laker and Maria Papacosta offer advice on ending things well. In that spirit, we want to reflect on the impact our editorially independent publication has had in its 67 years. Over the past few months, we’ve been buoyed by many messages and online comments validating

Rob Dobi The Research The authors identified 56 individuals with purpose leadership roles who were representative of a variety of industries, company sizes, and regions. Of the CPOs interviewed, 60% identified as female and 40% as male. They conducted semi-structured interviews online from 2022 to 2025 to explore participants’ role experiences, strategic practices, and key

Rob Dobi What’s wrong with loyalty? Isn’t it a virtue to display steadfast allegiance to something or someone other than oneself? After all, loyalty has been celebrated as a virtue across many cultures for millennia. As economic headwinds and a tough job market appear to be empowering more authoritarian styles of leadership, it’s a good

Rob Dobi The Research This article draws on a four-year ethnographic study of a professional services firm whose leaders initiated a major transformation to reverse declining performance. The research involved nearly 760 hours of observation across leadership and project team meetings, more than 300 interviews, and analyses of internal documents spanning the full life of

Photo courtesy DHL John Pearson has been CEO of DHL Express and on the DHL Group board of management since 2019. He joined the global logistics and courier company in 1986 and has held senior management positions in its divisions in the Middle East, the Asia-Pacific region, the U.S., and Europe. MIT Sloan Management Review