Douglas Ready

Senior Lecturer


Douglas Ready Doug Ready is Senior Lecturer in Organization Effectiveness at the MIT Sloan School of Management. His research into aligning purpose, performance, and principles has led to the popular concept of implementing a company's Collective Ambition. Dr. Ready's research and writing also focuses on strategic talent management and enterprise-wide change. He has authored numerous highly popular Harvard Business Review and Sloan Management Review articles on these topics, including "The Power of Collective Ambition", "Make Your Company a Talent Factory", and "Leading at the Enterprise Level", among others.

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.

Faculty Media

  • [Webinar] Game-Changing Talent Strategy: From Inspiration to Implementation

    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.

  • Leading Enterprise Wide Transformation and the Change Leader’s Job

    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.

  • Cracking the Culture Code of a Great Company

    MIT Sloan Professor Doug Ready on game-changing organizations.

  • 4 Things Successful Change Leaders Do Well

    "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.

  • How to Get Employees Passionate About a New Mission

    When you need to rally the troops behind a new company goal or mission, what do you do?

  • Thinkers50 Community Video Blog

    The Thinkers50 Community Video Blog features targeted insights from across our community. Here are two new ideas from Doug Ready’s research.

  • Getting Employees Excited About a New Direction

    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 from MIT Sloan Honored at Thinkers50 Awards

    Six MIT Sloan faculty members and alumni were honored at the biennial Thinkers50 awards in London.

  • Developing the Next Generation of Enterprise Leaders

    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...

  • Thinking Like a Leader: Three Big Shifts

    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...


Contact Information

Office: E48-501
Support Staff

Teaches In

Advanced Management Program May 30-Jun 30, 2017

Building Game-Changing Organizations: Aligning Purpose, Performance, and People Nov 3-4, 2016 | Mar 20-21, 2017 | Jun 20-21, 2017 | Oct 10-11, 2017

Game-Changing Talent Strategy: From Inspiration to Implementation
Learn what it takes to develop world-class talent and a high-engagement culture.