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What is New in Management Theory and Practice?
Management New Theories and Practices - 2026
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2026
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4 Ways to Address Employee Discontent
Harvard Business Review
January 6, 2026
The latest AI news we announced in December
Google
January 6, 2026
Five Trends in AI and Data Science for 2026
From the AI bubble to GenAI’s rise as an organizational tool, these are the 2026 AI trends to watch. Explore new data and advice from AI experts.
Thomas H. Davenport and Randy Bean January 06, 2026
1. The AI bubble will deflate, and the economy will suffer.
2. More all-in adopters will create ‘AI factories’ and infrastructure.
3. GenAI will become more of an organizational resource.
4. Agentic AI will still be overhyped but will likely be valuable within five years.
5. Debate will continue over who should manage AI.
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Value Creation Using AI - AI Skills Gap Issue
Boston Consulting Group (BCG)
January 5, 2026
BCG analysis shows that while 20% AI value from basic technology and infrastructure, 10% of AI value creation comes from advanced and improved algorithms, a striking 70% comes from redesigned and reengineered processes using the power of the new technology, people trained in the new technology, and change management (process specific education, attitude changes and training and skill development in the new processes).
4
What is Accessible Luxury? A product category.
5 must reads for the weekend
EY
January 2, 2026
Agents and the promise of the infinite digital workforce
AI Agents powered by GenAI, a digital workforce that can take action, learn on the job, and stay switched on long after the lights go out.
Rethink workflows, upskill teams, and make sure humans and machines start the year working in sync.
In brief
Effective adoption requires redesigned processes and employee upskilling for human-AI collaboration.
Key challenges include reliability issues like hallucinations and dependence on human supervision.
Feedback is vital to personal and professional growth, but it’s often difficult to deliver well. A powerful way to help is using a clear structure to keep the conversation fact-based and focused on solutions.
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Management New Theories and Practices - 2025
As we look back on 2025, here are some of the McKinsey Global Institute’s most illuminating charts – distilling a year of research across our core themes: https://mck.co/3Y49uOk
Our most-read Strategy & Corporate Finance articles unpack how the C-suite is leveraging AI, data, and purpose to stay ahead.
Our Most Essential Reads of the Year 2025
Boston Consulting Group (BCG)
The Top 10 Articles of 2025
MIT Sloan Management Review
December 14, 2025
In 2025, Organizations that enabled talent to adapt, grow, and lead are outpacing the rest in the AI era. Explore our top McKinsey People & Organizational Performance insights to see how the best leaders are building new mindsets and capabilities to empower humans at work. Best of 2025.
Interviews with Wharton faculty authors about their latest books in 2025.
30 Dec
L.P. What separates good CEOs from great ones? How, and when, they communicate.
L.P. The best new CEOs ask questions that reflect a powerful mindset shift: moving from personal performance to collective purpose.
First-in-the-nation AI law to support Responsible AI.
December 18, 2025 Faculty News
California vs. the deepfakes: How a Haas faculty member helped write first-in-the-nation AI law.
David Evan Harris, a UC Berkeley Haas professional faculty member since 2015 and a UC Berkeley Chancellor’s Public Scholar, took a lead role in drafting California’s AI Transparency Act of 2025 (AB 853). Introduced by Berkeley Assemblywoman Buffy Wicks and signed into law by Gov. Gavin Newsom on Oct. 13, this first-in-the-nation law requires online platforms to make it easier for users to discern whether content is authentic or AI-generated. The law, which takes effect in January 2027, applies to social media, search engines, and mass messaging platforms like WhatsApp and Telegram.
How Procter & Gamble Uses AI to Unlock New Insights From Data
P&G is now incorporating analytical, generative, and agentic AI to address a wide variety of business issues.
Thomas H. Davenport and Randy Bean December 17, 2025
Calm: The Underrated Capability Every Leader Needs Now
By making one or two deliberate shifts, leaders can strengthen their ability to stay steady when work accelerates.
Lynda Gratton December 30, 2025
I developed an eight-thread framework that captures the capabilities people rely on over long careers. Four threads relate to the capabilities, motivations, and skills specific to building productivity. The other four relate to what we do to nurture ourselves and those around us and are crucial to creating and maintaining harmony in our working lives.
Recently, I’ve been using a rating scale in workshops with executives to assess the current strength of their eight threads. The weakest thread is calm — the capacity and motivation to create space for reflection, center themselves, and protect the activities that restore their energy.\And yet, in every workshop, a small minority of attendees — typically around 10% — rate calm as their strongest thread. They are no less busy, no less driven, and no less accountable than their peers. I call them the calm minority. This article explores who they are and what the rest of us can learn from them.
In the calm minority, Calmness may be derived from three sources: heritage, personality, and experience.
Pathway 1: Calm From Heritage — Shaped by Context and Early Norms
Pathway 2: Calm From Personality — Temperament as an Internal Anchor
Pathway 3: Calm From Experience — Learned Through Exposure and Reframing
McKinsey Global Institute - Agents, robots, and us: Skill partnerships in the age of AI
November 25, 2025 | Report
Accelerating Manufacturing Innovation at Michelin With Data and AI
Thomas H. Davenport and Randy Bean August 25, 2025
Michelin Group currently has more than 200 AI use cases that support essential businesses and functions, including inspecting tires for defects and providing advance detection of stock shortages in its supply chain. Ambica Rajagopal, the company’s group chief data and AI officer, explains how Michelin is using artificial intelligence technologies in its manufacturing facilities and in areas like marketing and finance to improve its products and its workers’ experiences on the job.
Businesses face a choice: innovate or be eclipsed.
CEOs are turning to new venture opportunities to drive revenue growth and resilience, but how can they increase their chances of success?
The three building blocks of a successful venture factory.
May 27, 2025 | Article
Which chief risk officer archetype are you?
May 6, 2025 | Interactive
The tech landscape is shifting fast, and leaders are feeling the pressure to choose wisely.
This year’s Tech Trends Outlook highlights the frontier technologies poised to reshape business, and what it takes to scale them with trust and impact.
McKinsey Technology Trends Outlook 2025
July 22, 2025 - Report - Fifth edition
Don’t just finish the year strong. Finish with clarity.
McKinsey Strategy & Corporate Finance
December 10, 2025
By Carolyn Dewar, McKinsey & Company senior partner and co-author of two The New York Times bestsellers, A CEO for All Seasons: Mastering the Cycles of Leadership and CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
Most leaders use December to close the quarter, manage urgent issues, and push for final results. But we have found the CEOs who consistently outperform use this month to make the choices that will define next year: sharpening priorities, shifting resources, and aligning their organizations so January doesn’t begin with a cold start.
Across our work with more than 200 high-performing CEOs, three year-end practices separate those who set the pace for the next 12 months.
McKinsey Global Institute
In a new Forward Thinking, Anu Madgavkar and Olivia White explore how boosting productivity through automation, AI, and workforce reskilling can help fill the work force availability gap.
Learn how leading organizations are navigating this shift and what American businesses can do
Leading the tech agenda as CIO. CTO. CDIO
Building a robust investment case is a baseline from which tech leaders can lead positive change in their organization toward resilience, productivity, and growth. To do this, you will need strategies to successfully scale gen AI and agentic AI, moving beyond compliance to driving measured impact.
The pressure is on, and the opportunities for tech leaders have never been greater. CIOs must assume the roles of chief orchestrator, builder, protector, and operator across the entire business. You must capture the value of new technologies, based on real-world observations. From starting with high-impact internal use cases, to optimizing prompts, building the right test environments, and putting effective governance systems in place.
The CEO shareholder letter: What they teach us about company culture
McKinsey Strategy & Corporate Finance
May 6, 2025
Two of this year’s most dog-eared shareholder letters I’ve heard CEOs talking about are: Jamie Dimon’s letter to JPMorgan Chase shareholders, and Andy Jassy’s letter to Amazon shareholders.
Cost Stories - How AI Powers Excellence
Boston Consulting Group (BCG)
November 6, 2025
Become a Stronger Negotiator.
Read the article included in the newsletter/
MIT Sloan Management Review
November 30, 2025
Six Keys to a Strong Culture
MIT Sloan Management Review
April 13, 2025
L.P. How two simple formulas help to START(!) improving an assembly line.
In serial production environments, two simple formulas provide clarity and guidance.
1.Takt Time (TT)
TT = Net available time per day / Demand per day
2. Number of Operators Needed
# of operators = Operator Cycle Time (OCT) / Takt Time (TT)
👉 OCT represents the time one operator needs to complete a full cycle to make one product.
Leading in a New Era
Columbia Business School
July 18, 2025
How Gen AI Can Reshape Your Role as a Manager
Harvard Business Review
July 16, 2025
GenAI Innovation: Colgate-Palmolive’s Lessons
MIT Sloan Management Review
February 16, 2025
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2024 Best Conversations of BCG
2022
Embracing the future of hybrid working
2020
Episode 41: How Can HR Help Shape the Reskilling and Learning Agenda? (Interview with Lynda Gratton)
15 September 2020
Lynda Gratton is a Professor of Management Practice at The London Business School where she directs Human Resource Strategy in transforming companies, which is considered one of the world's leading programs on Human Resources.
Lynda is also the founder of HSM, the research consultancy and has written extensively on the future of work, the role of corporations and the interface between people and organisations. Lynda's most recent book, The New Long Life, A Framework for Flourishing in a Changing World, was published at the end of May and we will talk a little bit about that in this episode. You can listen below or by visiting the podcast website here.
Theodore Kinni, Contributing Editor, MITSMR https://twitter.com/TedKinni
http://readingwritingmanagement.blogspot.com/
April 2019
One of the best tests of effectiveness of a social system is the number of ideas generated lower down and accepted higher up. - Bill Reddin
September 2018
7 daily habits of the best managers
August 9, 2018
Kristin Tyndall, editor
https://www.eab.com/daily-briefing/2018/08/09/7-daily-habits-of-the-best-managers
March 2018
The greatest people are self-managing -- they don't need to be managed. Once they know what to do, they'll go figure out how to do it. What they need is a common vision. And that's what leadership is: having a vision; being able to articulate that so the people around you can understand it; and getting a consensus on a common vision.
__________________
__________________
Among Planning, Organizing, Resourcing and Staffing, Directing and Controlling, directing activity can be minimized when you have greatest people in your team. Recruiting them is important. Once you have such people Managing can be planning, organizing and controlling the main events. The processes can be left to the people to figure out and execute. You don't have to micro manage things.
Jobs terms people with highest maturity of business processes and tasks as greatest people.
https://www.thriveglobal.com/stories/27110-a-young-steve-jobs-once-gave-this-priceless-leadership-lesson-here-it-is-in-a-few-sentences
https://www.forbes.com/sites/susankalla/2012/04/02/10-leadership-tips-from-steve-jobs/
https://blog.dcrworkforce.com/build-effective-team-steve-jobs
November 2017
Transformations by New CEOs
https://www.bcg.com/publications/2017/transformations-people-organization-that-work-why.aspx?linkId=44591301
27 August 2016
16 August 2016
Many companies spend more time looking inward. Check in your next internal meeting, record on one sdie each mention of an internal topic, such as financial or operational performance, plans, metrics, organization, employees, or culture. On the other side, record each discussion of an external topic, related to competition such as technology, innovation, purpose, testing, social media conversations, or topics related to customer, customers’ behaviors, needs, and wants. You will be surprised to see that internal topics dominate the external topics. Hence people spend more time in preparing for answering internal issues related questions and spend less time customers and competition. This is not a good way of allocating top management and middle management resources. At each meeting, the priority area is to be decided and adequate time is to be given to that area. There has to be balance in various activities of the organisation. This principle was given by Henri Fayol way back in 1920s.
https://www.bcgperspectives.com/content/articles/center-customer-insight-marketing-sales-why-companies-cant-turn-customer-insights-growth/
Values of Business Schools
Updated 30 March 2018, 12 November 2017, 20 October 2016, 27 August 2016, 18 September 2015
April 2019
One of the best tests of effectiveness of a social system is the number of ideas generated lower down and accepted higher up. - Bill Reddin
September 2018
7 daily habits of the best managers
August 9, 2018
Kristin Tyndall, editor
https://www.eab.com/daily-briefing/2018/08/09/7-daily-habits-of-the-best-managers
March 2018
Managing Greatest people - Steve Jobs
The greatest people are self-managing -- they don't need to be managed. Once they know what to do, they'll go figure out how to do it. What they need is a common vision. And that's what leadership is: having a vision; being able to articulate that so the people around you can understand it; and getting a consensus on a common vision.
__________________
__________________
Among Planning, Organizing, Resourcing and Staffing, Directing and Controlling, directing activity can be minimized when you have greatest people in your team. Recruiting them is important. Once you have such people Managing can be planning, organizing and controlling the main events. The processes can be left to the people to figure out and execute. You don't have to micro manage things.
Jobs terms people with highest maturity of business processes and tasks as greatest people.
https://www.thriveglobal.com/stories/27110-a-young-steve-jobs-once-gave-this-priceless-leadership-lesson-here-it-is-in-a-few-sentences
https://www.forbes.com/sites/susankalla/2012/04/02/10-leadership-tips-from-steve-jobs/
https://blog.dcrworkforce.com/build-effective-team-steve-jobs
November 2017
Transformations by New CEOs
https://www.bcg.com/publications/2017/transformations-people-organization-that-work-why.aspx?linkId=44591301
Amoeba Management - Kazuo Inamori - Full Web Page on the topic with various links
http://global.kyocera.com/inamori/management/amoeba/27 August 2016
Why Companies Can’t Perceive Customer Insights and Can't Turn the limited Customer Insight into Growth
BCG Perspectives16 August 2016
Many companies spend more time looking inward. Check in your next internal meeting, record on one sdie each mention of an internal topic, such as financial or operational performance, plans, metrics, organization, employees, or culture. On the other side, record each discussion of an external topic, related to competition such as technology, innovation, purpose, testing, social media conversations, or topics related to customer, customers’ behaviors, needs, and wants. You will be surprised to see that internal topics dominate the external topics. Hence people spend more time in preparing for answering internal issues related questions and spend less time customers and competition. This is not a good way of allocating top management and middle management resources. At each meeting, the priority area is to be decided and adequate time is to be given to that area. There has to be balance in various activities of the organisation. This principle was given by Henri Fayol way back in 1920s.
https://www.bcgperspectives.com/content/articles/center-customer-insight-marketing-sales-why-companies-cant-turn-customer-insights-growth/
Values of Business Schools
Updated 30 March 2018, 12 November 2017, 20 October 2016, 27 August 2016, 18 September 2015
