David Dye and Karin Hurt

Don't let disagreements divide teams. Employ better communication tactics and understanding to turn conflict into opportunity.

Katherine Wastell

There's a lot of talk about flexible working. Most organisations now recognise its importance, and many have policies in place. But too often, these policies miss the point. Flexibility isn't just about when people work—it's about how they work.

Abbie Lundberg

MIT SMR’s spring 2025 issue offers advice for leaders on managing amid uncertainty and balancing oversight with autonomy.

Ron Ashkenas

In the five years since the start of the Covid pandemic, the conversation about remote work versus return-to-office has centered largely on employees. But organizations also benefit when leaders are remote—when they live and work primarily in a different place than their teams—because they are able to hire from a broader pool of candidates and bring in stars who would be unlikely to move to the company’s headquarters. While there are still concerns around overseeing employees, building team culture, and maintaining visibility, there are ways to overcome them, including: conscious planning and use of time and travel; monitoring performance through technology and structure; and listening and creating connections.

Daniel Wentzel, Alice Minet, Stefan Raff-Heinen, and Janina Garbas

Teams can structure design-thinking processes to benefit from the strengths of both in-person and virtual collaboration.

Kent McDonald and Louron Pratt

#mtpcon London returned to the Barbican centre this year, and boy were we excited to be back. Dive into our key takeaways from product leaders like Ebi Atawodi, Matt LeMay, and Leah Tharin, alongside fresh perspectives from rising stars like Rebecca Mortimer, Nadine Matthews, and more!

As we move further into the post-Covid era, the distinction between normal operations and crisis management continues to blur. Tomorrow’s most successful leaders will be those who can maintain organizational stability while simultaneously driving innovation and change. These leadership imperatives aren’t temporary adaptations—they represent a fundamental shift in what effective leadership means in the modern world.

Johanna Rothman

In my first post, Why We Have Too Much Pressure and Planning & Too Little Delivery, I discussed the issue of too much planning and how that reduced delivery. In this post, I'll address how to increase delivery by planning less.