MIT Sloan Executive Education has partnered with MIT Sloan Management Review (SMR) to grant our community free access to articles authored by our faculty. We invite you to take advantage of this unique opportunity and learn more about the cutting-edge research of MIT Sloan Executive Education faculty. Interested in some of our new short courses? Get to know the faculty teaching them through their articles and research. Available only for a limited time, you can access more than 35 articles by visiting our website through June 30, 2014.
Some of the links to faculty-authored SMR content you’ll find on our website include:
Articles by Douglas Ready, Senior Lecturer in Organization Effectiveness. He teaches in the new program, Building Game-Changing Organizations: Aligning Purpose, Performance, and People.
Articles by John Sterman, Professor of System Dynamics and Engineering Systems and Director of the MIT System Dynamics Group. He teaches in the new course Strategies for Sustainable Business, among many others.
Articles by Catherine Tucker, the Mark Hyman Jr. Career Development Professor and Associate Professor of Marketing at MIT Sloan. She teaches in several Executive Education programs, include the new course, Platform Strategy: Building and Thriving in a Vibrant Ecosystem.
Visit our website now to view the full list of articles, available only through June 30, 2014.
This is the second in a series of three posts about Bob Pozen’s approach to personal productivity and high performance.
We’ve all been there—staring down the week’s to-do list with the best of intentions, only to find, at the end of the week, that we didn’t accomplish everything that was required us. Our tasks get carried over into the following week, and before we know it, we’re caught in the paradox of being simultaneously too busy and minimally productive.
If this sounds familiar, rest assured: there are indeed solutions to your productivity problems. Robert Pozen provides concrete strategies in his new MIT Sloan Executive Education program, Maximizing Your Personal Productivity, and we share some of them below.
Most of today’s leadership literature focuses on the two most popular forms of leadership: the visionary leader—the charismatic transformational leader who inspires, or the relationship leader—the mentor who has the compassion and empathy needed to form strong relationships to support their organization.
But the global business world is changing rapidly, from the top down and the bottom up. Organizations are flatter. Boundaries are more blurred. Information moves faster across all levels within an organization. This means that leaders who can innovate and move quickly—leaders who have dynamic capabilities—are more likely to succeed.
Smart machines are everywhere we go. They’re on the plant floor manufacturing our cars, and they are in our grocery stores scanning our purchases. In the case of the iPhone and Siri, they are even in our pockets.
And that means that smart machines and robots will be taking more and more jobs. As Erik Brynjolfsson, Professor of Information Technology at MIT Sloan School of Management said on CBS’ 60 Minutes, “There are lots of examples of routine, middle-skilled jobs that are being eliminated the fastest. Those kinds of jobs are easier for our friends in the artificial intelligence community to design robots to handle them.”
But some of the developments we’ve seen in recent years indicate robots—or smart machines—will be taking not just manual jobs, but also intellectual jobs. Just take a look at Watson, IBM’s computer that played on—and won—Jeopardy! Over the course of the tournament, Watson not only came up with correct answers, but also learned why his incorrect answers are wrong. It improved at a rate faster than any human could.
Consumers can help the economy not by just choosing to buy goods, but also by being selective in where they buy goods. Zeynep Ton, Adjunct Associate Professor of Operations Management at MIT’s Sloan School of Management, urged the more than 650 attendees of TedxCambridge, to shop, dine, and patronize businesses that employ what Ton calls the “good jobs strategy.”
Ton argued that bad jobs—such as many low-paying positions in retail—contribute to a bad economy. “The problem is not that there aren’t enough jobs; the problem is that too many jobs are simply bad jobs,” said Ton.