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The Good Companies, Good Jobs Initiative at MIT Sloan asked Elisabeth B. Reynolds, the Executive Director of the MIT Task Force on the Work of the Future and one of the authors of that Task Force's recent report, to summarize some of the report's most important points.
For companies to thrive in the post-COVID future, they must learn to be omnidirectional, Yossi Sheffi says in his new book “The New (Ab)normal: Reshaping Business and Supply Chain Strategy Beyond COVID-19.”
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“The operations of most enterprises and organizations during normal times are designed to address many sources of uncertainty,” says Retsef Levi, the J. Spencer Standish (1945) Professor of Management at MIT Sloan and codirector of the Leaders for Global Operations (LGO) program.
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The rise of the bottom up and surprising lessons and leadership from Africa and other rising markets.
What do pink hens, digital twins, and mighty microbes have in common? MIT – and global changemakers seeking to transform their regions.
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Enrollment in action learning course increased by 45%
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In the study, MIT Sloan's Prof. Rahmandad and his colleagues looked at the energy imbalance gap (EIG) - an individual’s average daily excess energy intake minus the total daily energy expenditure.
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Deepak Dugar, SM ’11, MBA ’13, PhD ’13, is leading a transformative effort in material production, by replacing petroleum not just as a fuel but as a material. He’s doing this through combining synthetic biology with chemical catalysis to reinvent the way the world makes things—and reducing gigatons...
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Until recently, the link between having a say in the workplace and workers’ job satisfaction and well-being had not been empirically demonstrated by researchers. Now, a new journal article coauthored by scholars from the MIT Institute for Work and Employment Research (IWER) addresses that question.
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This counter-intuitive result emerges because countries actually have little choice in how much they must reduce contact levels to control the epidemic.
