Nelson P. Repenning is the Associate Dean of Leadership and Special Projects at the MIT Sloan School of Management. Professor Repenning also serves as the faculty director for the MIT Leadership Center.
Nelson’s early work focused on understanding the inability of organizations to leverage well-established tools and practices. He has worked extensively with organizations trying to develop new capabilities in both manufacturing and new product development. He has also studied the failure to use the safety practices that often lead to industrial accidents and has helped investigate several major incidents. This line of research has been recognized with several awards, including best paper recognition from both the California Management Review and the Journal of Product Innovation Management.
In 2003 he received the International System Dynamics Society’s Jay Wright Forrester award, which recognizes the best work in the field in the previous five years. Building on his earlier work, today Nelson focuses on developing the theory and practice of Dynamic Work Design--a new approach to designing work that is both effective and engaging—and Dynamic Management Systems, a method for insuring that day-to-day work is tightly linked to the strategic objectives of the firm. In 2011 he received the Jamieson Prize for Excellence in Teaching. He is also a partner at ShiftGear Work Design and serves as its Chief Social Scientist.
The COVID-19 pandemic has catalyzed two major changes in how most of us work. Crises often reveal the best and worst of how organizations function and thus offer an opportunity to learn and improve...
Meetings should be a time for raising issues and working with teammates and senior leadership. But many of them end up inefficient and unfocused. Here’s how to avoid that.
Visualizing knowledge work makes problem-plagued processes easier to improve. This 8-step guide can get you there.
How organizations can improve task flow and prevent overload.
“Intellectual work is different. But contrary to the argument that process improvement ‘only works in the factory,’ my experience is that, when properly applied, the concepts and principles...
A business school may not seem like the most logical place to find a solution for virulent disease, but it is.
In an effort to boost capability, companies often invest significant time and money in efforts to incorporate these innovations in their day-to-day operations. Nonetheless, such efforts often fail....
Lean production, high performance work systems, virtual communications, and collaboration applications are all examples of the latest tools, technology, and processes executives are encouraged to...
We can “reconcile activity with intent” in the workplace by making it easy for people to know why they do what they do, and to understand how their activities affect given outcomes.
There are few management skills more powerful than the discipline of clearly articulating the problem you seek to solve before jumping into action.
Advanced Management Program
Visual Management for Competitive Advantage: MIT’s Approach to Efficient and Agile Work
Business Process Design for Strategic Management (self-paced online)
Crises often reveal the best and worst of how organizations function and thus offer an opportunity to learn and improve. In this webinar, Nelson Repenning discusses an alternative approach to organizing decision making processes that's been proven useful in any situation that requires rapid and ongoing change, crisis or otherwise.
Useful Doesn't Always Mean Used: Understanding the Dynamics of Learning and Capability
Discover how exceptional companies improve their organizational performance—and why others fail.
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