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This is an MIT Sloan Management Review article. Composing valuable strategies requires seeing the world in new and unique ways. It requires asking novel questions that prompt fresh insight. Even the most sophisticated, deep learning-enhanced computers or algorithms simply cannot generate such an outlook. Innovative strategies depend more on novel, well-reasoned theories than on well-crunched numbers.

This is an MIT Sloan Management Review article. There are four different pathways that businesses can take to become top performers in the digital economy. Leadership's role is to determine which pathway the company should pursue -and how aggressively to move.

This is an MIT Sloan Management Review article. For young adults accustomed to continually checking their cellphones, even a single day without access to them can be anxiety-producing. What are the implications for executives about managing this constantly connected generation -and their devices -in the workplace?

This is an MIT Sloan Management Review article. Responding to a recently published essay, a reader pushed back against the view that managers must prepare for radical and rapid change in a digital world; he argued that this position may be overly alarmist. The discussion continues.

This is an MIT Sloan Management Review article. When developing strategy for execution, managers often want to start by setting their strategic priorities, but that's a mistake. Management teams should start by identifying the corporate vision and critical vulnerabilities -both of which help clarify and shape priorities.

This is an MIT Sloan Management Review article. The goal of this article, according to the authors, is to help managers understand several key work design principles that undergird not only agile practices in software but also Toyota Motor Corp.'s well-known production system. Understanding these underlying work design principles -through a framework the authors call dynamic work design -enables managers to create work processes in their own organizations that are both more flexible and more efficient. Traditionally, an academic theory known as contingency theory has suggested that if work consists of well-defined tasks (for example, assembling components), then it is best to organize it serially, like a factory assembly line. Conversely, if work is highly ambiguous and requires ongoing interaction (for example, designing new products), then it is best organized collaboratively. The authors argue that this approach to work design is not entirely satisfying for two reasons. First, it describes an unpalatable trade-off: Work done using a serial factory design isn't very flexible, making it hard to adapt to changes in external conditions, and work done using the collaborative approach often isn't very efficient. Second, few types of work perfectly fit the archetype of well-defined or ambiguous work. The authors instead advocate a dynamic approach to process and organizational design that transcends the serial versus collaborative work framework by creating mechanisms for moving between the two basic ways of organizing work at appropriate intervals. By identifying mechanisms to cycle back and forth between well-defined factory-style tasks and collaborative modes when appropriate, managers can considerably reduce the trade-off between efficiency and adaptability. For example, work on Toyota assembly lines is the epitome of the serial, mechanistic work design, and tasks are precisely specified. But sometimes things go awry.

This is an MIT Sloan Management Review article. Organizations often struggle with corporate strategy because executives lack clarity on how parts of the business fit together to create and capture economic value. A simple framework can help leaders understand the relationship between corporate and business unit strategies.

This is an MIT Sloan Management Review article. Companies today will have to reinvent themselves to survive, and every large and ambitious company should be trying to figure out how to become a destination for its customers. Consumers are voting with their mobile devices and choosing from a handful of dominant "ecosystem drivers"-businesses such as Amazon and WeChat, which become destinations for their customers'needs by offering complementary or sometimes competing services -for each domain in their lives.

Embracing a transformative goal is one way to move a legacy business from the brink of disruption to a new business model that incorporates new ideas and technologies. The author defines such a 'moonshot' strategy, named after President John F. Kennedy's 1962 speech announcing that the U.S. would seek to put a man on the moon and return him safely to earth by the end of the decade. She provides a framework for developing such a lofty goal and shows that you don't have to travel to the moon to experience the moonshot effect: In the end, a moonshot is not defined by its distance from Earth, but by its distance from business as usual.

In the modern economy, the two traditional drivers of production-increases in capital investment and labour-have declined in their ability to propel economic progress. The authors argue that economies are entering a new era in which artificial intelligence (AI) has the potential to overcome the physical limitations of capital and labour, opening up new sources of value and growth. They explain how AI technologies can be combined in different ways to sense, comprehend and act, showing that these three capabilities are underpinned by an ability to learn from experience and adapt over time. AI, they predict, will transform the basis of economic growth for countries around the world.

New business opportunities stem from understanding the full landscape of 'jobs' that people are trying to get done on a daily basis. The authors begin by explaining two of Harvard Professor Clayton Christensen's best-known concepts: disruptive innovation and Jobs to be Done. Then, they argue that these theories are natural complements: Jointly, they show where incumbents are vulnerable and how customers hunger for new solutions. They introduce the 'Jobs Atlas', and show how it can be used to bridge the two theories and develop creative solutions for customers.

The authors begin by asking the reader, How often do you make choices? Really make them? Or how often do you just accept one of the choices that is handed to you? They describe how LEGO's CEO went about creating a new choice for his company-one that did not previously exist as an option. They describe how this display of 'Integrative Thinking' brings together three thinking skills to create new choices: metacognition, empathy and creativity. These components, they argue, can overcome the limitations of current decision-making processes and produce better outcomes.

All of the things that allowed companies to build massively- valuable, industrial-scale businesses in the 20th century are now 'for rent': You can rent 'scale' from companies like Foxconn (as Apple does); communication infrastructure from Trillium; computing capacity from Amazon; and logistics capacity from FedEx or UPS. So, what matters today? Data, says the author, an executive at SAS. He provides three reasons why 'data is the new oil': it is scalable, reinforcable and defensible. He then describes three key challenges for today's leaders and provides five principles for moving forward on your organization's digital transformation.

In a wide-ranging interview, the CEO of Estée Lauder Companies explains how he took the company from a market cap of $6 billion to $35 billion. He describes how he created new 'engines of growth' for the company through the diversification of its brands, categories, geographies and channels; the pros of working for a family-owned firm; why the company chooses to focus on its most discerning customers; and how he has engaged Millennials in creating company's forward-looking strategy.

Haas School of Business Professor David Teece and his colleagues created the Dynamic Capabilities Framework, showing that three capabilities-sensing, seizing and transforming-enable firms to sense opportunities sooner than their rivals, seize them more effectively, and support the organizational transformation that this entails. The authors take this theory a step further by adding two 'sub-capabilities' to each Dynamic Capability, including 'peripheral vision', experimentation and vigilant learning. They then provide a case study on DuPont's biofuel initiative, showing how all six sub-capabilities manifest themselves in strategy.

From 'best of' lists on magazine websites to employer reviews on Glassdoor, to product reviews on Amazon, to service reviews on Yelp and TripAdvisor, companies are continually being judged, and those assessments are easily accessible to everyone, everywhere. The authors describe two types of online reputational ratings-curated and uncurated-and discuss the impact they can have on organizations. They also provide guidelines for how managers can use these ratings to their advantage.

Hardly a day goes by without the announcement of a promising new frontier for Artificial Intelligence (AI), and corporate investments in Big Data are touted regularly for the dividends they yield. But we don't hear much about the demand created by this rising 'supply': In a world of Big Data and AI, the demand for sound and distributed judgment is increasing quickly. The author argues that 'qualitative judgment'-the ability to make a decision based on a personal interpretation of the context and the available facts-has never been more important. He provides four steps for leaders to take in order to 'democratize' judgment in their organization.

Technology has made it possible for employees to be plugged in around the clock, even when they're "on vacation." In view of this reality, Kronos launched its open vacation policy in early 2016. To Ain's surprise, some employees were very unhappy about it, largely for three reasons: Because the new policy required individuals to work out time off with their supervisors, some managers thought their jobs would become more difficult. Some employees who had been banking unused vacation time resented the loss of a bundle of cash when they retired. And some felt that it was unfair for new hires to get as much vacation as they themselves had earned over time. But Kronos now considers the switch a success--and 2016 was financially the company's best year ever.

More than 15 years ago Jim Collins, the author of the management best seller "Good to Great," introduced the flywheel as a metaphor for the enduring power of strong business leadership. A company achieves excellence, he wrote, by "relentlessly pushing a giant heavy flywheel in one direction, turn upon turn, building momentum until a point of breakthrough." The power of momentum is evident in HBR's 2017 ranking of the world's best-performing CEOs--the 100 leaders who have delivered top results on both financial and ESG measures over their entire tenures, which average 17 years. Heading this year's list--his first time in that spot--is Pablo Isla of Inditex, the parent of several retail fashion chains including Zara and Pull&Bear. In an accompanying interview with HBR senior editor Daniel McGinn, Isla discusses some of the factors--a flat structure and an informal management style; "proximity sourcing," or production close to home; and a continual focus on sustainability--that have propelled the company's success.

Corporate transformations still have a miserable success rate: About three-quarters of change efforts either fail to deliver the anticipated benefits or are abandoned entirely. And because flawed implementation is most often blamed for such failures, organizations have focused on improving execution. But poor execution is only part of the problem; the authors' four-year study of 62 corporate transformations suggests that misdiagnosis is equally to blame. Before worrying about how to change, they write, executive teams need to figure out what to change--in particular, what to change first. They can do this by fully understanding three things: the catalyst for transformation, the organization's underlying quest (is it global presence, customer focus, nimbleness, innovation, or sustainability?), and the leadership capabilities needed to see it through. J.C. Penney, Norske Skog, Acer, and other classic cases illustrate the authors' points, and the article includes a "quest audit" to help companies identify their transformation priorities.