School of Management Distinguished Professor of System Dynamics and Organization Studies
Belmont, Massachusetts
Joined September 2025
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In this conversation with William Corless, we discussed Dynamic Work Design, psychological safety, visual management, and why systems slow down when too much work enters at once.
youtu.be/hIMl4D0_wDg?si=coHJ…
Short-term wins can trap organizations in cycles of firefighting.
In this conversation with Gary Lamach II and Marko Horvat, I discuss the capability trap and why a systems view is essential.
humancapitalpod.com/podcast/…
On the OrgDev Podcast with @OutstandUK & @BaconDL, we explored why teams feel busy but stuck.
Overload slows flow, unclear roles delay decisions, and invisible work hides problems.
Small shifts in work design can change performance.
youtu.be/Ak3U15HcB3s?si=RY9X…
Nelson Repenning retweeted
💼 Aucune formation gadget imposée aux salariés ne corrigera les défaillances structurelles d’une entreprise, préviennent deux experts du MIT, @NelsonRepenning et Donald Kieffer, dans un récent ouvrage. ➡️ l.lexpress.fr/xic
✍️ @Laurent_Berbon
Dynamic work design starts with seeing work where it happens. When leaders focus on real constraints instead of symptoms, improvement becomes visible.
argoconsulting.com/media-roo…
#WorkDesign #OrganizationalLearning
Many AI and ERP efforts struggle for reasons that have little to do with technology.
AI can help, but only when it is embedded in a clear understanding of how work flows through the system.
aijourn.com/leveraging-dynam…
#WorkDesign #AI #Operations
AI adoption failures are rarely technical.
They are learning failures.
This MIT Sloan CFO Summit piece highlights a recurring pattern: clean data first, small experiments, and preserving human judgment when using LLMs as tools.
mitsloan.mit.edu/ideas-made-…
#AI #Leadership @MIT
When systems are overloaded, effort increases but learning disappears.
Better outcomes come from seeing the work, reducing friction, and letting real signals surface.
Designing for learning is how progress holds.
spreadloveio.com/podcast/nel…
@NajiGehchan @spreadloveio @MIT @MITSloan
Nelson Repenning retweeted
Healthy cultures don’t need all the answers. They stay alive through curiosity, noticing small mismatches early, and asking better questions. As Nelson says, “Curiosity is the ultimate superpower.” 🎧 Quantum Leadership Podcast — link in bio.
How curiosity, trust, and small experiments drive real adaptability, with Joe Eastin and host @DrSideroff.
youtu.be/G43jcHiwnpU?si=OWCw…
@MIT @MITSloanExecEd @MITSloan @HachetteUS @BasicVenture
Nelson Repenning retweeted
Leading in uncertainty isn’t about better answers, it’s about better learning systems. In Episode 14 of the Quantum Leadership Podcast, we explore trust, experimentation, and adaptability with Joe Eastin and Nelson Repenning. 🎧 “Leading Through Uncertainty” — link in bio.
Why does capable work turn into nonstop firefighting?
On the DataFramed Podcast with @richierocks, we talk about flow, hidden bottlenecks, and why adding more rules often slows work down.
youtu.be/UnTz3IhrxYs?si=qqPd…
@MIT @MITSloanExecEd @MITSloan @HachetteUS @BasicVenture @DataCamp
AI adoption stalls when organizations treat it as a tool problem rather than a systems problem.
New @Genpact research shows why only 12% of firms are leading the shift toward autonomous enterprises and what sets them apart.
markets.ft.com/data/announce…
@FinancialTimes
Grateful to see There’s Got to Be a Better Way included in @behscientist’s Notable Books of 2025. Even better to be listed alongside so many smart authors asking hard questions about how we work and organize.
behavioralscientist.org/beha…
@MIT @MITSloan @MITSloanExecEd @HachetteUS
Appreciated seeing There’s Got to Be a Better Way referenced in Bartleby by Andrew Palmer. The aeroplane door analogy speaks to the discipline required once work is underway.
amazon.com/Theres-Got-Be-Bet…
@TheEconomist @MIT @MITSloanExecEd @MITSloan @HachetteUS @BasicVenture
For those interested, here’s the Bartleby article that explores broken workflows and how organizations can address them:
economist.com/business/2025/…
.@MITSloanAlumni stories show how ideas turn into long-term work.
Honored to be included alongside alumni advancing leadership, health, and service to the community.
mitsloan.mit.edu/alumni/top-…
@MIT @MITSloanExecEd @MITSloan @HachetteUS @BasicVenture
As organizations scale, the design of work often drifts away from learning.
Conversations at @MITSloan Reunion 2025 showed how decisions in finance, climate, and innovation are shaped by system design.
mitsloan.mit.edu/alumni/mit-…
@MIT @MITSloanExecEd @HachetteUS @BasicVenture
Thank you to @MITSloan for underscoring a core principle of Dynamic Work Design.
Leaders make the biggest impact when they engage with the actual conditions of the work and support teams in diagnosing and addressing what’s really in the way.
This insight from MIT Sloan's @NelsonRepenning captures a critical leadership truth. When trying to overcome organizational roadblocks, leaders must engage directly with the day-to-day realities of how work actually gets done.
Learn more: bit.ly/43jyXX8
ALT Quote from MIT Sloan Professor Nelson Repenning: "When executives make an effort to understand what makes things work, that's an ideal way to build trust and engagement. Those opportunities are like gold, if you're trying to build a more productive culture."
Honored to be included in @NextBigIdeaClub’s list of the 12 Best Productivity Books of the year. Grateful to be in such thoughtful company.
bookoftheday.nextbigideaclub…
@MIT @MITSloanExecEd @MITSloan @HachetteUS @BasicVenture
