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Women and members of other marginalized groups are often excluded from informal professional networks which are critical to gaining access to opportunities for learning and advancement. Based on their analysis of the organizational networks of dozens of companies, surveys of thousands of employees, and interviews with senior executives, the authors have identified specific ways leaders can improve inclusivity at their organizations.

Good governance supports an ecosystem's ability to create value, manage risk, and optimize value distribution among its partners. Based on the governance models of more than 80 business ecosystems, the authors outline five building blocks of an effective governance model and share four foundational recommendations for using ecosystem governance as a source of competitive advantage.

The COVID-19 crisis has underlined the need for accelerated innovation to rapidly help business solve social problems. These problems require access to capabilities and knowledge that no single organization or existing supply chain possesses. Drawing on the experience of the open innovation and rapid-scale-up achieved by the VentilatorChallengeUK to address a shortage of ventilators required by patients seriously ill with COVID-19, this article develops a framework for accelerated innovation and delivery that crosses traditional industry boundaries. It offers a series of important lessons for how open innovation, exaptation, and ecosystem strategies - backed by a set of enabling initiatives - can be used to solve multi-faceted social and business problems at speed.

Few leaders will deny the importance of cybersecurity in their company's digital offerings. And yet, too often, security is an afterthought, addressed only after a product has already been designed. New research reveals three reasons why this happens, along with four steps leaders can take to change the behaviors of their development teams and move them toward a mindset of designing for cybersecurity.

Work on a space mission involves extended periods of labor in confined spaces, a tight integration of overlapping personal and professional time, and limited physical social interactions with colleagues similar to the home-based work environments that many hybrid and remote employees are experiencing. The authors found that a focus on routine can help and offer three strategies for building routines that can benefit remote individuals and their teams.

Cybercrime and cybersecurity are like two sides of the same coin: They are opposites but cannot exist without each other. Their mutual relation generates a myriad of ethical issues, ranging from minor to vital. The rapid development of technology will surely involve even more ethical concerns, like the infamous example of a fitness tracking company allegedly paying $10 million worth of ransom. Every cybersecurity solution, tool, or practice has to be ethical by design if it is to protect people and their rights. To identify the ethical issues that cybersecurity/cybercrime might bring about in the future, we conducted the first broad and comprehensive horizon-scanning study since the COVID-19 pandemic arose. As we began this project, nobody had the slightest idea that the coming months would bring the COVID-19 pandemic, and that the reality we had known was about to change dramatically. As it soon became apparent, the deadly coronavirus brought completely new cybersecurity/cybercrime ethical dilemmas to light, and some of the ones known before were transformed or shifted. This article presents the results of our horizon-scanning study concerning the ethical dilemmas that emerged amid the COVID-19 pandemic.

South Korea has been evaluated as a country that is responding well to COVID-19. The Government of the Republic of Korea discloses where, when, and by which means of transportation people confirmed to have the virus have visited. Although disclosure of movement has contributed to flattening the curve and providing timely medical service, concerns about privacy infringement have also been raised. This article determines what factors influence privacy risk tolerance, looking specifically at threat severity, vulnerability, response efficacy, and response cost. We also provide implications for the preparation of better countermeasures for the government to implement.

When the pandemic struck and teaching went online worldwide, universities had to make pressing decisions that balanced cybersecurity against other factors, including health and safety, usability, and cost. One such challenge Indiana University (IU) faced was how to accommodate the secure telecommunications needs of 130,000 faculty, staff, and students who would now be teaching, learning, doing research, and working from home. Some universities reflexively promoted virtual private network (VPN) use for all activities. Such an approach would have been unsustainable at IU, however, owing both to the licenses and resources needed for the sheer number of users and to the high-throughput applications on which they rely. Perhaps even worse, it would have increased the chances that the VPN would be unavailable during a critical incident or other situation in which secure communications must be guaranteed. Instead, IU launched an awareness campaign demonstrating exactly when VPN use is and isn't needed. In addition, network staff employed a VPN feature called split tunneling to reduce the load. This article discusses the advantages and disadvantages of this approach and how IU made the decision to balance both sides of the risk equation to ensure the continued advancement of its mission throughout the pandemic.

Misleading information is an emerging cyber risk. It includes misinformation, disinformation, and fake news. Digital transformation and COVID-19 have exacerbated it. While there has been much discussion about the effects of misinformation, disinformation, and fake news on the political process, the consequences of misleading information on businesses have been far less and, it can be argued, insufficiently examined. The article offers a primer on misleading information and cyber risks aimed at business executives and leaders across an array of industries, organizations, and nations. Misleading information can have a profound effect on business. I analyze different misleading information types and identify associated cyber risks to help businesses think about these emerging threats. I examine in general the cyber risk posed by misleading information on business, and I explore in more detail the impact on healthcare, media, financial markets, and elections and geopolitical risks. Finally, I offer a set of practical recommendations for organizations to respond to these new challenges and to manage risks.

Global institutions face costly infrastructure disruption from cyberthreats such as ransomware attacks. The global threat of ransomware attacks has continued to increase over time. Although it is important to conduct a cost benefit evaluation and to weigh the risks prior to engaging, a new emerging option of dealing with ransomware attacks should be considered. I outline an interdisciplinary approach to cybernegotiation combining features of online dispute resolution and terrorist hostage theory. In this novel cyber-based dispute system design, the Wade and seek method is the application of traditional hostage negotiation theory used to help businesses mitigate the costs of ransomware attacks.

Internet of Medical Things (IoMT) technology remains in early stages of adoption, but advancements and breakthroughs are quickly moving this process forward. There is a critical need for cybersecurity to be a priority in the development of these new tools, alongside design and utility. Given the rapid pace and potential magnitude of the coming advancements in IoMT, if privacy and security risks are neglected, a significant crisis could emerge in the form of more frequent cybersecurity breaches. This article examines the market opportunities and risks associated with IoMT and outlines a plan for proactively mitigating concerns and providing a platform to foster growth, to modify attitudes and behaviors, and to continue to build consumer confidence in the overall health system without sacrificing security.

Rick Klau left Google to become California's chief technology innovation officer in the midst of the COVID-19 crisis. In this installment of MIT Sloan Management Review's Leading With Impact series, Klau discusses transitioning from the private sector to the public sector, using OKRs to set and meet organizational goals, and embracing an experimental mindset to rapidly launch a digital vaccine record system for the most populous state in the country.

Innovating under time pressure can be extremely difficult. Traditional brainstorming to generate ideas often leads teams to curtail open ideation and narrow their focus to a single design approach too quickly. The authors report on a study in which teams that used rapid prototyping tools to explore diverse possibilities during the ideation phase completed a design challenge more successfully than teams using the conventional approach.

Long before the pandemic struck, many work environments were becoming increasingly harder to navigate due to higher densities, smaller workspaces, more noise, and less space per person. Given the correlation between workspace and job satisfaction and employee performance businesses should strive to define a new era of people-centric workplaces that produce greater business competitiveness through improved collaboration, culture, innovation, and individual excellence.

Consumers are evolving from "owners" to "users" as they increasingly purchase access to goods rather than owning them outright. That may result in a reduced sense of psychological ownership of individual goods and likely will change how, and for what, consumers feel ownership. The author explains what businesses should understand about this evolution and its future consequences.

This article identifies barriers that small and medium-sized enterprises (SMEs) encounter when they openly innovate, according to the open innovation (OI) mode used (inbound, outbound, coupled). A qualitative analysis - involving seven case studies of SMEs active in digital (high-tech) or social economy (low-tech) sectors - reveals that they face more internal than external OI barriers. Overall, the nature of the barriers does not vary across OI modes, but their intensity does. With regard to external barriers, the results reveal a "tribe syndrome," such that SMEs resist opening up to other firms that do not share the same values.

The appeal of coworking spaces declined sharply once the COVID-19 pandemic hit. But new research suggests that such workspaces will become even more important and more popular in the post-pandemic world than they were before, not just for entrepreneurs and freelancers, but for large companies. The author points to five benefits that both companies and their employees can gain when remote workers are given the option to choose where they do their work.

Niccol was the CEO of Taco Bell before he became the chief executive of Chipotle, in 2018. He had watched Chipotle's launch and rise with fascination and had enjoyed its burritos and bowls. But now he saw that it needed to get its business back on track fast. Customer lines were moving slowly. Some workers didn't seem properly trained. The marketing was unmemorable. Niccol and his team focused on strengthening the company's culinary culture and harnessing the power of digital to enhance its fledgling mobile app. They reconfigured the restaurants to allow for skip-the-line pickup of online orders and created a second "kitchen" to prepare those orders, freeing the regular staff to attend to in-person customers. And they shifted marketing spend from a defensive, expensive, promotion-focused approach to social media and television, where the message has become much more resonant. Chipotle's to-go and delivery operations have been a vital source of revenue during the pandemic, with digital sales representing 46.2% of all sales in 2020.

A role transition, whether it's a promotion, a move to a new organization, or a fresh challenge in an existing job, can be a huge boost to one's career. But in today's hyper-collaborative and dynamic workplaces, successful moves aren't as easy as they once were, even for the most qualified, hardworking people. After analyzing employee relationships and communication patterns across more than 100 diverse companies, and interviewing 160 executives in 20 of them, the authors discovered an overlooked prerequisite for transition success: the effective use of internal networks. That involves five practices: surging rapidly into a broad network by asking a lot of questions and discovering boundary-spanning, innovative people across the organization; generating pull by understanding, energizing, and adjusting to new connections; identifying how to add value, where one falls short, and which people in the broad network can help fill any gaps; creating scale by using the network to engage other key opinion leaders, expand the scope and impact of one's projects, and more efficiently deliver outsize results; and shaping the network for maximum thriving by making connections that enhance one's workplace experience.

Despite their embrace of agile methods, many firms striving to innovate are struggling to produce breakthrough ideas. A key culprit, according to the authors, is an outdated, inefficient approach to decision-making. Today's discovery-driven innovation processes involve an unprecedented number of choices, from which ideas to pursue to countless decisions about how to conduct experiments, what data to collect, and so on. But these choices are often made too slowly and informed by obsolete information and narrow perspectives. To align their decision-making processes with agile approaches, businesses need to include diverse (customer, local, data-informed, and outside) points of view; clarify decision rights; match the cadence of decisions to the pace of learning; and encourage candid conflict in service of a better experience for the end customer. Only then will all that rapid experimentation pay off. The article suggests best practices for these interventions, drawing on the story of the transformation at Pfizer's Global Clinical Supply, which would go on to play a critical role supporting the rapid development of the pharma giant's Covid vaccine.