Principal research scientist Neil Thompson said that even at tech companies leading on AI development, it is unlikely that workers are being told to simply deploy the tools that are supposed to do some of their work and move on. "It leads to a situation where even if there were real-time savings, it would be sucked up by the changes, and implementing them, and making sure they worked. People assume that 20% less work means four-day weeks. But new work emerges," Thompson said.

In an insightful recent post on China's "k-shaped policy regime," professor Yasheng Huang suggested that addressing domestic demand is a political challenge in China because it requires the state to cede power, whereas a supply-side response does not.

Using AI as a tool at the start of a learning journey and then combining this knowledge with other trusted sources can be the best way to engage with new and traditional financial guidance tools, said associate professor Taha Choukhmane. "I would encourage people to use AI to explain and define. If you're interested in knowing what the stock market is, what the difference between a mutual fund and an index fund is. Using AI to explain these concepts can be very useful because it can empower people to get the most out of these methods," he said.

"Traditionally, at age 60, target-date funds go mainly into bonds. I disagree with that strategy," said distinguished senior lecturer Robert Pozen. "People who are 60 can live to 85. People are highly likely to want to bequeath their portfolio to children — and those heirs might have 30 to 40 years until retirement. The standard practice in target-date funds is damaging to long-term investors who don't need to live off their principal immediately," he said.

Dawna Levenson, assistant dean of admissions, said: "MIT Sloan is a very special place and very much mission-driven. MIT was founded on the principles of mind and hand and people learning concepts and then immediately applying them to make this world a better place, and MIT Sloan is clearly aligned with that mission. This is a mission that really, really resonates with me personally. In addition, the opportunity to make that call and potentially change the trajectory of somebody's life is invaluable."

New research by professor Jackson G. Lu and co-authors found that negotiation or lack thereof can affect a worker at every point of the talent cycle, from starting salary and benefits, to performance reviews and promotions. "Negotiation is often framed as a simple matter of confidence — if you want more, just ask. Our research shows that this advice may be misleading: Lower-class individuals are less likely to negotiate, and when they do negotiate, they can be penalized more harshly for the same behavior," said Lu.

Research by professor Emilio Castilla and co-author found that managers who are told their company pays on merit alone give men bigger bonuses than women who do the same work. Common fixes such as diversity workshops, blind résumé screening, and rewritten job ads have limited effect because companies apply them before identifying their specific problem. Castilla proposes instead that a company audit the decisions it already makes, tracking who applies for each job, who advances, who's promoted, and what each person is paid. The company should then check whether gender or race still predicts those outcomes after accounting for the skills and experience the job requires.

Professor Emeritus Paul Osterman wrote: "People who have [disposable jobs] work at an employer's site, but their employer makes no commitment to them regarding career prospects or job security. My research shows that employers treat more than 1 in 3 U.S. workers as disposable. That comes to just under 57 million full- or part-time workers out of the nation's workforce of 162 million."

Marlon Pascoal (Sloan Fellows: MBA '27) wrote: "The true competitive edge for your company won't be bought in an AI app store. It will be built on the quiet, analytical work of pausing before pressing the button and answering, in a single line: 'Which of our business decisions will measurably improve with this?'"

Research scientist Ranjan Pal and co-author wrote: "AI will not slow down to accommodate insurance; insurance must accelerate to keep up with AI. The prize is not just a new premium pool. It is the creation of incentives that make the use of AI safer: Discounts for robust governance, higher limits for firms that can prove provenance and performance, and quicker payouts that keep operations afloat while engineers fix the model."