Principal research scientist Keri Pearlson and co-author wrote: "A stewardship mindset is critical for boards who want to reduce cybersecurity risk, increase resilience, and set a realistic foundation for achievable and sustainable growth."

Auto trading (or algorithmic trading) has become so successful that it now accounts for a significant portion of trading in financial markets. As professor Andrew W. Lo explains, "Trading algorithms exploit opportunities that even the most experienced human traders cannot detect in time." However, while auto-trading offers unparalleled execution speed, it also requires constant vigilance.

There is solid ground to support the thesis that scarcity, like crises, leads to great innovations. "A crisis provides a sudden and real sense of urgency. This urgency causes organizations to abandon other priorities and focus on a single challenge," said professor Fiona Murray and senior lecturer Elsbeth Johnson in the article "What a Crisis Teaches Us About Innovation."

Research scientist Neil Thompson says that a key question is not just whether AI algorithms can exhibit original ideas, but how generally this may apply to scientific research and innovation. "If these capabilities can be used to tackle bigger, less tightly-scoped problems, it has the potential to accelerate innovation — and thus prosperity."

"Let's be honest, announcements are always at the high end. I don't think the actual effect is as big as the headline. But the sign is positive," said professor Simon Johnson. Johnson previously suggested CEOs get on Trump's good side by announcing development deals in swing states, even if those promises later turn out to be "vaporware."

Professor Eric von Hippel said: "Every field we look at in terms of the basic innovations, about half were done by users. And it's fantastic. Companies very seldom mention the user-developed roots of their innovations. In all our studies, what we find is that the producers lag the users."

Professor Emilio J. Castilla wrote: "The paradox of meritocracy suggests that the more managers and others in decision-making positions are reassured of their companies' meritocratic ethos, the less likely they are to reflect on their own biases, often leading to decisions that may disproportionately affect marginalized employees."

Ideally, companies would remove layers and spread decision-making throughout the organization so that those closest to customers or technology, for example, could generate ideas and make decisions, professor Deborah Ancona said. "You're kind of flipping the organization," she said. "Rather than all the ideas coming from on high, you have entrepreneurial leaders who are lower down in the organization coming up with new ideas."