Ready is also the Founder and President of the International Consortium for Executive Development Research (ICEDR), an internationally renowned collaborative in talent management and leadership development, comprised of many of the world's leading companies and business schools. Professor Ready works with top management teams, helping them to mobilize their leaders to bring about large-scale change. He has led major change and leadership development initiatives for companies including: Continental AG, Ford Motor Company, Four Seasons, Hess Oil, HSBC, LG Group, PwC, Royal Bank of Canada, Samsung Group, and United Technologies Corporation.
In 2013, Dr. Ready was named to the Thinkers50 list, a global ranking of the world's leading management thinkers.
Ready holds a BA from the University of Massachusetts, Amherst; a Masters from Harvard University’s Kennedy School of Government; and the PhD from the Cranfield School of Management in the UK.
Effective organizational leadership means connecting the dots between vision and strategy. MIT Sloan Senior Lecturer Douglas Ready provides a leadership formula with game-changing results. Watch now.
In this article, Doug Ready discusses the five embedded tensions that cause transformation difficulties and what can great change leaders do to improve these odds.
MIT Sloan Professor Doug Ready on game-changing organizations.
"From my research and work, here are the four things I’ve found that virtually all successful change leaders do really well," writes MIT Sloan's Doug Ready.
When you need to rally the troops behind a new company goal or mission, what do you do?
The Thinkers50 Community Video Blog features targeted insights from across our community. Here are two new ideas from Doug Ready’s research.
When your company is in trouble—a new competitor threatens your business model, your cost structure changes, the economy tanks—you have one job as a leader: to get the company back on track.
Six MIT Sloan faculty members and alumni were honored at the biennial Thinkers50 awards in London.
Aspiring corporate leaders first learn to build and implement visions for their individual business units. But as they advance in their careers, executives also must learn how to lead with an...
Leadership thinking can be learned but is difficult to teach. It is a matter of asking questions and presenting challenges that help someone discover the mental model that enables their “best...
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