Hal Gregersen

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Hal Gregersen

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Hal Gregersen is a senior lecturer in leadership and innovation at MIT's Sloan School of Management, a former executive director of the MIT Leadership Center, a fellow at Innosight, and a cofounder of the Innovator’s DNA consulting group.

He has dedicated his extensive career, including prior teaching posts at INSEAD, London Business School, and Dartmouth’s Tuck School of Business, to create cultures of fearless inquiry and to help leaders transform their organizations into innovative powerhouses. Ranked as one of the world’s 20 most influential management thinkers by Thinkers50, and winner of the 2017 Distinguished Achievement Award for leadership, Gregersen regularly delivers inspirational keynote speeches, interactive and dynamic customized workshops, and transformational advisory experiences. 

In his Nautilus award-winning book, “Questions Are the Answer: A Breakthrough Approach to Your Most Vexing Problems at Work and in Life” (based on 200+ interviews with catalytic questioners like Elon Musk and Orit Gadiesh), he argues that while people are programmed to look for answers, the real catalyst for innovative, disruptive change is catalytic inquiry. Twenty years ago Gregersen created a repeatable three-step methodology, the Question Burst, by which companies can begin to build better problem solvers and enhance creative impact at all levels, from senior executives to entry-level employees. His Question Burst method, combined with four more habits of inquiry, have helped redesign company cultures around constructive questioning at Chanel, Daimler, Disney·Pixar, Ernst & Young, Fidelity, Genentech, Patagonia, Salesforce, World Economic Forum, and Zappos, among others.

Gregersen coauthored, with Clayton Christensen and Jeff Dyer, “The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators” (translated into 14 languages worldwide), a guide to cultivating the discovery skills that CEOs and entrepreneurs rely on to build and guide sustainably creative companies. Having personally interviewed 100+ ground-breaking leaders at the world’s most innovative companies, including Amazon’s Jeff Bezos and Salesforce’s Marc Benioff, Gregersen draws on rigorous research and analysis (based on a database of +25,000 leaders) to successfully advise the world’s largest corporations on innovation, transformation and key leadership challenges.

Gregersen has lived and worked outside the United States for over a decade – in England, Finland, France, and the UAE. He and his wife now reside north of Boston where he pursues his lifelong avocation, photography, and she her lifelong love, sculpture.

More information about Gregersen and his work can be found at www.halgregersen.com and www.sternspeakers.com.

Honors

Thinkers50 recognizes Gregersen

Publications

"A Historical Comparison of Private Industry Councils and Labor-Management Committees."

Hal Gregersen. In Western Academy of Management 1983 Conference, Vancouver, Canada: March 1983.

"A Longitudinal Assessment of Personal Characteristics of Japanese Expatriates and their Relationship to Work-Related Outcomes."

C.B. Bingham and Hal Gregersen. In Western Decision Sciences Institute 2000 Conference Proceedings, Maui, HI: April 2000.

"A Multi-faceted Approach to Expatriate Retention in International Assignments."

Gregersen, Hal and J. Stewart Black. Group and Organizational Studies Vol. 15, No. 4 (1990): 461-485.

"A Paradox of Preparation."

Gergensen, Hal, Gary Oddou and J. B. Richie. Journal of Management Education Vol. 17, No. 1 (1993): 50-66.

"Antecedents to Commitment to a Parent Company and a Foreign Operation."

Gregersen, Hal and J. Black. Academy of Management Journal Vol. 35, No. 1 (1992): 65-90.

"Antecedents to Cross-Cultural Adjustment for Expatriates in Pacific Rim Assignments."

Black, J. Stewart, and Hal Gregersen. Human Relations Vol. 44, No. 5 (1991): 497-515.

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Managing the Human Side of Digital Disruption

The Managing the Human Side of Digital Disruption online short course provides you with the insight and tools to lead people and teams through digital change. Drawing on the Transition-Curve Framework, developed by Faculty Directors Hal Gregersen and Roger Lehman, you’ll explore the progression of your team’s roles, capabilities, and psychological responses to change, and gain methods for managing the unique requirements of each.

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Disruptive technologies are fueling digital transformation at unprecedented levels, demanding us to rethink our roles and tasks, adopt new responsibilities, and manage the range of emotions that result from all the above. Navigating the transitions sparked by digitally-driven change requires deep awareness—of ourselves and others. This new program leverages leadership assessments and group coaching to provide leaders with insights, tools, and frameworks for navigating the human side of these transitions.

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