In our Spring 2018 issue we offer a special section on sustainable thinking with articles that give a fresh perspective on the purpose of today’s companies. Economist Milton Friedman’s well-known claim that a company’s sole social responsibility is “to increase profits” is under siege. How should companies respond? These articles offer practical steps: Identify your company’s corporate purpose, develop and disclose long-term plans, identify financial risks from climate change, and collaborate with governments to build resilient communities. One industry where norms are changing is the transportation sector: Consumers are demanding new forms of mobility as urban environments grow increasingly congested. We hope the ideas generated from reading these articles will inspire you to lead in a way that best serves both your customers and the broader community.

Our ambition at MIT Sloan Management Review is to arm business leaders with information to make a positive impact: on your organizations and careers, for sure, and also on your employees, customers, trading partners, and the broader world within which you operate. Right now we are exploring ways to increase our own impact.

Question the conventional wisdom: You could find that what “everybody knows” no longer holds true. That might be the case with one of the truisms of e-commerce: that the online purchase experience should be as free of friction as possible. Marco Bertini, Diego Aparicio, and Aylin Aydinli ask whether that makes sense in all circumstances — and suggest that the widespread practice of easing customers’ paths through the point of sale might actually be one of the culprits behind the high rate of returns for online purchases. They explain how introducing the right type of friction can slow buyers down and give them more time to evaluate their purchasing decisions — and increase their loyalty.

Generative ai has consumed a lot of media and business oxygen this year, and rightly so. Not only are its capabilities novel and impressive, but it might be the biggest leap in the “consumerization” of information technology since the emergence of the iPhone in 2007. Anyone with a browser can create content, sound, and images with AI — artificial intelligence in the hands of the masses! Business leaders are eager to understand the impact, good and bad, that it will have on their organizations.

What does keep me up at night is that humans are already wielding the power of artificial intelligence to control, exploit, discriminate against, misinform, and manipulate other humans. Tools that can help us solve complex and vexing problems can also be put to work by cybercriminals or give authoritarian governments unprecedented power to spy on and direct the lives of their citizens. We can build models that lead to the development of new, more sustainable materials or important new drugs — and we can build models that embed biased decision-making into systems and processes and then grind individuals up in their gears.

The Quiet Corner of Web3 That Means Business :
While the metaverse still lacks legs and crypto
stumbles, managers who are keeping an eye on
Web3 can learn from promising implementations
of decentralized credentials. By Mary Lacity, Erran Carmel, Amber Grace Young, and Tamara Roth

Strategizing Across Organizations : Capitalizing on big opportunities and solving systemic
problems will require organizations to come together to develop strategies as a group.
By Rafael Ramírez, Trudi Lang, Matthew Finch, Gail Carson, and Dale Fisher

The second paragraph of the editor's letter.

Our special report on customer value focuses on how to build relationships that fuel innovation and growth. Featuring: Manage Your Customer Portfolio for Maximum Lifetime Value, Why Innovators in China Stay Close to the Market, and How Smart Products Create Connected Customers.

In the summer 2022 issue, MIT SMR looks at how visionary leaders are demonstrating that a foundation of positive core beliefs, a unifying higher purpose, and a strong ethical code create fertile ground for employee engagement, customer loyalty, and organizational growth. In our summer issue special report, we take a hard look at the essential underpinnings of culture and how to shape them to make your organization stronger.

In the spring 2022 issue, MIT SMR looks at how key performance indicators can be one of the most effective management tools for focusing employees’ attention on strategic goals. But discovering which KPI will most powerfully advance your team toward its objectives isn’t always straightforward. In our spring issue special report, we take an in-depth look at how managers identify these new metrics and give you the tools you need to drive change in your organization.

In the winter 2022 issue, MIT SMR focuses on how businesses generate the pipeline of new ideas their growth relies on. To succeed, businesses need strategies for developing and operationalizing their inventions. In this issue’s special report, we take an end-to-end look at how innovative ideas move from inspiration through implementation.

In the fall 2021 issue, MIT SMR looks at the ways companies are trying to be better corporate citizens by reducing environmental impact and improving conditions for their employees. Activist consumers have played a significant role in pushing companies to make these positive changes. However, visionary leaders are taking it upon themselves to consider the growth opportunities from pursuing such agendas. In this issue’s special report, we look at how your company can create value while doing right by people and the planet.

In the summer 2021 issue, MIT SMR reflects on the past year, when many leaders acknowledged the systemic racism that continues to limit the opportunities and endanger the lives of Black Americans. Countless organizations announced their commitment to addressing inequity in their organizations. Now businesses are engaged in the hard work of honoring these promises. In this issue’s special report, we aim to provide you with the tools you need to change your organization.

In the spring 2021 issue, MIT SMR looks at the impact of digital platforms, now among the world’s most valuable and powerful companies. Their clout forces a massive array of organizations to play by their rules or lose access to the marketplaces they control. In this competitive environment, your business needs new ways to gain an advantage despite platforms’ constraints and market power. And what about companies seeking to create thriving platform ecosystems? Well, you’ve probably noticed that for every success, there are many more failures. In our newest special report, we point out the early signs that an ecosystem play is in trouble and share new strategies for today’s platform economy.

In the winter 2021 issue, MIT SMR delves into the challenges of managing teams effectively. First, we look into the root causes of team dysfunction and suggest tactics to get your team back on track. Then, we shed light on the widespread problem of employee loneliness and the surprising ways that current approaches to organizing teams can leave people feeling isolated. And finally, we discuss how the pandemic and widespread remote work require us to consider how virtual interactions impact creativity. 

In the fall 2020 issue, MIT SMR takes a look at how resilient organizations can learn to expect the unexpected—and when something unexpected does happen, to rebound quickly. By using a new framework, you can help your company respond better to unanticipated events and revitalize your processes, structures, and business models. By doing so, you’ll be able to compete effectively in a highly dynamic business environment.

In the summer 2020 issue, MIT SMR explores the ways in which the global pandemic has revealed weaknesses in our planning, priorities, and systems. We also highlight businesses that have contributed resources and ingenuity to help address the COVID-19 crisis. On that note, this issue looks at how companies can tackle new challenges brought by the global pandemic. From addressing work overload to managing disrupted supply chains and newly remote workforces, our latest issue has evidence-based recommendations you can start implementing right now.

In the Spring 2020 issue, “Disruption 2020” brings you a fresh perspective on what disruptive innovation looks like now, as we begin a new decade. In this special issue, our all-star array of experts offers nuanced analyses of the disruption landscape — how to look out for it, how to create it, and how to counter it. Think of it as your innovation road map for the decade ahead.

In the Winter 2020 issue, MIT SMR looks at how the fundamentals of transformation in a technology-fueled world apply to all companies, regardless of whether they are a tech startup or legacy analog company. How will you keep up? This issue's special report, “The Nuts and Bolts of Digital Transformation,” explains why constant learning, new kinds of leadership, and effective change management are important to us all.

In the Fall 2019 issue of MIT Sloan Management Review, we discuss how, despite widespread agreement that collaboration is critical to achieving desired business outcomes, organizations have been flying blind on how to maximize that value under specific circumstances. Often well-intended collaboration initiatives have actually been counterproductive, sliding into overload for key employees. This issue’s special report, “Collaborating With Impact,” provides insight into these challenges and offers actionable steps for successful collaboration.

In the Summer 2019 issue of MIT Sloan Management Review, we discuss how leaders are still discovering the potential of artificial intelligence to transform processes, products, and customer relationships. While most know they have to develop new skills and mindsets in their organizations, they have trouble making progress toward actual returns. In this issue, our most recent special report, “Making Good on the Promise of AI,” seeks to provide insight into these challenges and offers actionable steps you can implement to start reaping the benefits of AI.

In the Spring 2019 issue of MIT Sloan Management Review, we discuss the difficulties in executing strategies that aim to harness digital technologies in manufacturing. To achieve that, it’s necessary to rethink virtually everything about how your company works and create new business models, develop new organizational structures, and lead differently. In this issue, innovation expert Vijay Govindarajan and former GE CEO Jeffrey Immelt draw on their collective decades of experience and scholarship to share their insights on tackling industrial digital transformation challenges and setting your organization up for success.

In the Winter 2019 issue of MIT Sloan Management Review, we discuss how, in recent decades, many large businesses have pursued top-line growth by scooping up startups or merging with established companies to acquire new capabilities and ways of thinking. Sometimes it works, but often it backfires. Of course, there’s another way to grow sales: organically, through innovation. In this issue, you’ll find a package of articles that explore that approach. Start reading and learn how to craft a compelling narrative, live into it, and make smarter bets on R&D.

In the Fall 2018 issue of MIT Sloan Management Review we take a look at the buzz surrounding blockchain, and what companies need to know before factoring it into their overall strategy. The issue includes a package of articles that cuts through the blockchain hype and helps you get a clear understanding of what blockchain can do and how it can be applied to your company's specific goals. 

In our Summer 2018 issue we offer a special look at China, which has become both a hotbed for innovation and an increasingly sophisticated consumer market. In many industries, Chinese competitors have jumped ahead of Western players in both research and development and in meeting customer needs. This issue looks at why Western competitors need to act fast to keep from losing out in the Chinese market and why it’s important to recognize Chinese companies as powerful players on the global stage.

Somewhere along the line, most of us have worked in organizations with inefficient processes,
inept leadership, or both. But work doesn’t have to be that way. The Winter 2018 issue of MIT Sloan Management Review offers some fresh thinking about how to improve the way things get done in your company. The article “A New Approach to Designing Work” provides an intriguing perspective on structuring work processes to achieve both agility and efficiency, while “The Truth About Hierarchy” explains how — and how not to — use hierarchy to create the best results. “The Trouble With Homogeneous Teams” explores the effects of diversity — and its opposite, homogeneity — on group decision-making. You’ll also get to read a fascinating case study by Julian Birkinshaw of the London Business School: In “What to Expect From Agile,” Birkinshaw describes what happens when an established financial services company decides to adopt agile management methods from the software industry. We hope these ideas and insights will assist you in building an organization that is nimble and high-performing — and that reflects the best a workplace can be.

Our Fall issue features a Special Report: Getting Innovation Right. Research articles include 12 Essential Innovation Insights; Creating Better Innovation Practices; Why Design Thinking in Business Needs a Rethink.  Our columnists in this issue include Dan Ciampa (What CEOs Get Wrong about Vision and How to Get it Right) and Bruce Posner (Helping Employees Improve Performance). We round out the issue with six articles exploring the digital future of management, in our Frontiers section.

The MIT SMR Summer issue includes a special report that focuses on reshaping your strategy to create your company's future. Rather than trying to predict the future, organizations need to strengthen their abilities to cope with uncertainty, and take a new approach to scenario planning. Our Features section raises the intriguing question, "How do I charge up the organization so that we're maximizing the intellect of all our people?" and includes content on the best response to digital disruption, innovative solutions through internal crowdsourcing. Supply chains built for speed, jobs created by AI, blockchain hype and taking a data-driven approach to identifying future leaders are just a few of the research topics you'll find in this jam-packed issue. The graphs, charts and bibliographic references make this a permanent addition to your business library.

Special report focus on "How to Make Your Company Smarter," including articles "Building a More Intelligent Enterprise," "The Most Underrated Skill in Management," and "The Smart Way to Respond to Negative Emotions at Work."

Additional research articles include exploring the heavy toll of "always on" technology, what you can expect from AI, and five myths about digital transformation.

The Winter 2017 issue of MIT Sloan Management Review is devoted to a special report looking at how companies can stay abreast of new competitors, new strategies, new potential partners, and new developments in emerging markets. Other feature articles cover big data, sustainability, customer retention and in social media, an article addressing what to do when employees don't "like" their employer on social media. The Winter issue is rounded out with our ongoing Frontiers section, exploring the digital future of management.

Spring 2024

Winter 2024

Fall 2023

Summer 2023

Spring 2023

Winter 2023

Fall 2022

Summer 2022

Spring 2022

Winter 2022

Fall 2021

Summer 2021

Spring 2021

Winter 2021

Fall 2020

Summer 2020

MIT Sloan Management Review leads the discourse among academic researchers, business executives and other influential thought leaders about advances in management practice, particularly those shaped by technology, that are transforming how people lead and innovate. MIT SMR disseminates new management research and innovative ideas so that thoughtful executives can capitalize on the opportunities generated by rapid organizational, technological and societal change.

1. You agree that the use of Magzter.com, the application and its services, are at solely at your own risk. Neither Magzter.com nor its associates nor employees nor third party content providers guarantee that the service will be completely uninterrupted or error-free or foolproof against miscreant activities. Nor do they warranty that you will get the exact results as expected or promised by the website or product.

11. THE SERVICE AND ALL PUBLICATIONS ARE PROVIDED ON AN 'AS IS' AND 'AS AVAILABLE' BASIS. MAGZTER, ITS AFFILIATES, SUPPLIERS, LICENSORS AND AGENTS EXPRESSLY DISCLAIM ALL WARRANTIES OF ANY KIND, WHETHER EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND NON-INFRINGEMENT. WITHOUT LIMITING THE FOREGOING, NEITHER MAGZTER NOR ITS AFFILIATES, SUPPLIERS, LICENSORS OR AGENTS, MAKES ANY WARRANTY THAT (I) THE SERVICE WILL MEET YOUR REQUIREMENTS, (II) THE SERVICE WILL BE UNINTERRUPTED, TIMELY, SECURE, OR ERROR-FREE, (III) THE INFORMATION THAT MAY BE OBTAINED FROM THE USE OF THE SERVICE OR THAT MAY BE CONTAINED IN THE PUBLICATIONS WILL BE ACCURATE OR RELIABLE, OR (IV) THE QUALITY OF ANY PUBLICATIONS OR THE SERVICE WILL MEET YOUR EXPECTATIONS. YOU ARE SOLELY RESPONSIBLE FOR OBTAINING AND MAINTAINING RELIABLE INTERNET CONNECTIVITY AND YOUR DEVICE. MAGZTER IS NOT RESPONSIBLE FOR YOUR INABILITY TO DOWNLOAD CONTENT. ANY MATERIAL DOWNLOADED OR OTHERWISE OBTAINED THROUGH THE USE OF THE SERVICE IS DONE AT YOUR OWN DISCRETION AND RISK AND YOU WILL BE SOLELY RESPONSIBLE FOR ANY DAMAGE TO YOUR COMPUTER SYSTEM OR MOBILE DEVICE OR LOSS OF DATA THAT RESULTS FROM THE DOWNLOAD OF ANY SUCH MATERIAL. NO ADVICE OR INFORMATION, WHETHER ORAL OR WRITTEN, OBTAINED BY YOU FROM MAGZTER OR THROUGH OR FROM THE SERVICE SHALL CREATE ANY WARRANTY.

2. You will maintain and promptly update that information to keep it true, accurate, current and complete. You are responsible for maintaining the confidentiality of your account and password and for restricting access to your computer, and you agree to accept responsibility for all activities that occur under your account, including the selection and use of all content and services.

2.You will maintain and promptly update that information to keep it true, accurate, current and complete. You are responsible for maintaining the confidentiality of your account and password and for restricting access to your computer, and you agree to accept responsibility for all activities that occur under your account, including the selection and use of all content and services.

3. In no event will Magzter.com or any person or entity or third party involved in the creation, production and distribution of the content on the website and the application be liable in contract or legally for any damages, including and not limited to, direct, indirect, incidental, special, and consequential incurred to you while or on using Magzter.com. By registering on the website or downloading the application, you agree that the provisions mentioned in this section shall apply to all use of and content on the website and the application.

3. Without prior written or authorised permission from Magzter, you should not modify, copy, distribute or sell any content obtained from Magzter as everything published here is the proprietary property of Magzter or its licensors. As such unauthorised use may also violate applicable laws including copyright and trademark laws, Magzter strictly prohibits these and will terminate your access and account if any such illegal activity is proved or detected. You should also stand liable for the damages caused by these unauthorised activities. Except as permitted by the Publication's lawful owner, you acknowledge that you do not acquire any ownership rights by downloading Publications accessed through the Service. Except as explicitly required under copyright law or permitted by the features of the Service you may not modify, reverse engineer, publish, transmit, display, participate in the transfer or sale, create derivative works of, or in any way commercially exploit or provide to a third party the content of the App, the Publications, or any portion of them without the express permission of Magzter and the owner of such content. We do not grant you any licenses, express or implied, to the intellectual property of Magzter or Magzter's licensors.

5. You specifically acknowledge that Magzter.com is not liable for any kind of defamatory or offensive or illegal conduct of other users or third parties or their content and that the risk of injury from the foregoing rests entirely with you.

8. Magzter reserves all rights to monitor the content published and inputted by you for the purpose of determining whether you are compliant with these terms and conditions and other operating rules determined by Magzter. Magzter has the right to take decisions about the content and delete them at its own will.

9. Magzter is a distributor and NOT a publisher of the Publications and so Magzter has no editorial control over the content, including opinions, advice, statements, services, offers etc., that is represented in the magazines. So Magzter will not take responsibility for the accuracy or the reliability for any information or facts provided therein or that is made available through the service, by anyone other than authorised Magzter employees who are acting on their official capacities. Accordingly, we have no editorial control over the Publications. Any opinions, advice, statements, services, offers or other information or content expressed or made available by third parties, including those made in Publications offered by the Service, are those of the respective author(s) or publisher(s) and not of Magzter. Magzter will not be liable for any loss or damage caused by your reliance on information obtained through the Service or from the Publications. The Service may contain links to other Internet sites and third-party resources and Magzter does not assume any responsibility or liability for communications or materials available at such linked sites. These links are provided for your convenience only. You are solely responsible for understanding any terms and conditions that may apply when you visit or place an order through a third-party site.

Details of the objectionable content, including its link on our platform

Download your favorite titles and read them offline, anytime and anywhere

Gift your loved ones with a Magzter Gift Card instantly and give them the freedom to read their favorite magazines and newspapers from thousands of best-selling titles.

Gift your loved ones with a Magzter Gift Card instantly and give them the freedom to read their favorite magazines from thousands of best-selling titles.

Gift your loved ones with a Magzter Gift Card instantly and give them the freedom to read their favorite magazines from {{magCount}} best-selling international titles.

Girish Ramdas is the Co-founder and CEO of Magzter, a New York based startup that has been making waves in the global digital publishing business. Magzter has crossed 80 million users since its inception in 2011 from more than 150+ countries with 1000s of magazines, newspapers and books from more than 4,500 publishers worldwide. He has more than 25 years of experience in cross-platform publishing, including print, mobile, and Web development. During this period, he has co-founded and run three successful start-up businesses. He has enabled magazine companies to go digital and helps them monetize their content across the digital world. Girish's deep industry experience in online, mobile and publishing ecosystems has made him an expert in acquisition, marketing and monetizing digital content across platforms globally.

In the event that you encounter any objectionable content on our platform, we have put in place a grievance redressal policy to address your concerns.

Magzter Inc. (“Company”, “we”, “us” or “our”) knows that you care about how your personal information is used and shared. Please read the following privacy policy (the “Policy”) to learn more about our privacy practices. By visiting any of the websites operated by the Company, and any sub-domains thereof, or using any of our mobile applications and other methods of content distribution (collectively, the “Service”), you acknowledge that you accept the practices and policies outlined in this Policy, and you hereby consent that we will collect, use, and share your information in the following ways.

Magzter Inc. is the World's largest and fastest growing self-service, cross-platform digital newsstand with over 80 million users since its inception in 2011 and thousands of magazines and newspapers across 40+ categories and 60+ languages. Headquartered in New York, Magzter has its local presence in Amsterdam, London, Mexico City, Chennai, Mumbai, New Delhi, Bengaluru, Singapore, and will soon be expanding to other countries. Founded by global entrepreneurs, Girish Ramdas and Vijay Radhakrishnan in June 2011, Magzter enables magazine and newspaper publishers around the world to create and deliver digital editions of their titles to global consumers.

Magzter is committed to providing a safe and secure platform for our users. Please note that Magzter is merely a platform for publishers to distribute their content. We do not control or endorse the content published on our platform. We cannot be held responsible for the actions of our publishers or their content.

Magzter is not responsible for compensating any party that has suffered damages or incurred costs due to any content, or part of the content, that violates their rights. Magzter is not liable to face any legal action in civil court for any violation of rights caused by any content, or part of the content, that infringes the rights of a third party.

Magzter offers the world’s largest {{allyoucanread}} subscription service called {{gold}} which gives digital readers unlimited access to 8,500+ magazines and newspapers for a monthly subscription price. Magzter also has the largest number of stories in the world with its game-changing ezRead 2.0 feature for its apps, which enables smartphone and small-screen mobile users to enjoy magazine content the way it was meant to be enjoyed, with article text that is easy to read and is accompanied by stunning videos and high resolution photography.

Magzter offers the world’s largest “All-You-Can-Read” subscription service called Magzter GOLD which gives digital readers unlimited access to 8,500+ magazines and newspapers for a monthly subscription price. Magzter also has the largest number of stories in the world with its game-changing ezRead 2.0 feature for its apps, which enables smartphone and small-screen mobile users to enjoy magazine content the way it was meant to be enjoyed, with article text that is easy to read and is accompanied by stunning videos and high resolution photography.

Name

Note: This will only share the cover and the publication information, but not the content.

Please fill out this form if you need any help regarding publishing your content on Magzter

Prior to Magzter, he was the President of Dot Com Infoway (DCI) and Galatta Media. His duties included strategic marketing, partnership development, and monetizing content globally. DCI grew from a small team of 3 in 2000 to 300 by 2011 and was dealing with web, software and app development for clients globally.

Since we launched, Magzter has been committed to partnering with global organizations to provide the greatest possible newsstand technology & service to our customers. Whether you are looking to offer magazine subscriptions to your customer database or just want to learn more, Magzter is committed to helping your business grow. To find out more, please fill out the questionnaire below:

The DMCA allows us to restore the removed content if the party filing the original DMCA Notice does not file a court action against you within ten business days of receiving the copy of your Counter Notice.

This Policy covers Company’s treatment of personally identifiable information (“Personal Information”) and other information about you and your computer or device that Company gathers when you are accessing the Service. We may collect Personal Information from you, as explained in more detail below, and we use this Personal Information internally in connection with our Services, including to personalize, provide, and improve our products, services, content, and advertising, and to allow you to set up a user account and profile, to contact you, to fulfill your requests for certain products and services, and to analyze how you use the Services. In certain cases, we may also share some Personal Information with third parties, but only as described in point 4.

This title is included with your Magzter GOLD subscription

To analyze the quality of content and provide appropriate feedback to publishers

We have designated a Grievance Officer to address any complaints related to objectionable content.

We request that any complaint related to objectionable content be sent to the Grievance Officer through email to the above-mentioned email address. We also request that you provide the following details when making a complaint:

and the App that provides you the capability to order, subscribe to and receive the delivery of various magazines, books, news and magazine and publication related content (collectively known as 'Publications') and to have these digital versions of the Publications delivered to you

c. We also collect information associated with your use of the application in order to make personalized recommendations. If you provide your third-party account credentials to us, you understand some content and/or information in those accounts (“Third Party Account Information”) may be transmitted into your account with us if you authorize such transmissions, and that Third Party Account Information transmitted to the Service is covered by this Policy.

f. The Personal Information we collect allows us to respond to your requests, improve our products and services, customize the advertising and content you see, and communicate with you about new products.

is the World's largest and fastest growing self-service, cross-platform digital newsstand with over 87 million users since its inception in 2011 and thousands of magazines and newspapers across 40+ categories and 60+ languages. Headquartered in New York, Magzter has its local presence in Amsterdam, London, Mexico City, Chennai, Mumbai, New Delhi, Bengaluru, Singapore, and will soon be expanding to other countries. Founded by global entrepreneurs, Girish Ramdas and Vijay Radhakrishnan in June 2011, Magzter enables magazine and newspaper publishers around the world to create and deliver digital editions of their titles to global consumers.

n. We will also use usage information in order to ensure users adhere to our Terms of Use. For example, a user’s usage information will help us confirm that a user only downloads a magazine or other content a permitted number of times or to a permitted number of devices.

which gives digital readers unlimited access to 8,500+ magazines and newspapers for a monthly subscription price. Magzter also has the largest number of stories in the world with its game-changing ezRead 2.0 feature for its apps, which enables smartphone and small-screen mobile users to enjoy magazine content the way it was meant to be enjoyed, with article text that is easy to read and is accompanied by stunning videos and high resolution photography.

{{magzter}} is the World's largest and fastest growing self-service, cross-platform digital newsstand with over 87 million users since its inception in 2011 and thousands of magazines and newspapers across 40+ categories and 60+ languages. Headquartered in New York, Magzter has its local presence in Amsterdam, London, Mexico City, Chennai, Mumbai, New Delhi, Bengaluru, Singapore, and will soon be expanding to other countries. Founded by global entrepreneurs, Girish Ramdas and Vijay Radhakrishnan in June 2011, Magzter enables magazine and newspaper publishers around the world to create and deliver digital editions of their titles to global consumers.

MIT Sloan Management Review Magazine - Spring 2018

MIT Sloan Management Review Magazine - Spring 2018

In this issue

MIT Sloan Management Review Magazine Description: