Harvard Business Review

Five steps to frame the conversation using strategy, empathy, and restraint.

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Two academic experts weigh in on what’s happening with private credit, and how concerned business leaders should be.

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Your response says a lot about your own unmet needs.

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Answers to HBR readers’ questions about what it really takes to implement a shorter workweek.

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Five behaviors that stand out.

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Five concrete actions to bridge the divide.

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Studies conducted with CVS Health found that they can help predict how much people will spend in the future.

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It’s no longer just a technical problem, but a leadership test.

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Success will depend on the speed at which companies identify signals, make decisions, and execute.

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Companies are now using AI “moderators” to conduct in-depth interviews with real people at a speed and volume that traditional methods can’t achieve.

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Five timeless, mutually reinforcing principles that every company needs to get right.

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Interim CEOs are often framed as low-risk bridges in moments of disruption, but research suggests they can unsettle stakeholders and stall strategy.

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What leaders need to know about how it shows up, why it happens, and what they can do to help.

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How to balance collaboration and independence.

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Three common points of failure—and how to address them.

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The HBR Executive Playbook on turning C-suite onboarding into a leadership team-wide performance upgrade.

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While a business may appear technologically sophisticated, it can be quietly losing the expertise it needs to innovate, respond to crises, and compete.

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Three traps to avoid as you gain more formal power.

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Three strategies to inspire better questions and more strategic conversations.

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New research finds that ad effectiveness depends on more than just how close a consumer is to your store—it matters how close they are to your rival.

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The quality of the interactions between your sellers and clients has to improve—not simply increase in volume.

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Capture the upside without losing control.

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Harvard Business School professor Sandra Sucher tells HBR: “This is the time to take action to move the needle.”

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Position your organization to withstand shocks—and even capitalize on them.

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Three low-cost interventions that significantly reduce this corrosive pattern—and boost retention.

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Three lessons from Costco, Dillard’s, Walmart, and more.

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They can help you gather intelligence, build coalitions, and shape the larger business environment.

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Agents need structure, feedback, and evaluations.

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An HBR Executive Live conversation with Pinterest CEO Bill Ready.

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The psychology of rewiring your company’s invisible belief systems.

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Learn as much about your employees as you do about your customers.

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The best leaders communicate their intuition in a way that builds credibility and motivates action.

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Years of upheaval and uncertainty have chipped away at their confidence. Here’s how they can get it back.

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Just like your human employees, each AI agent needs a role, a defined scope of authority, approved sources of truth, and clear escalation rules.

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Getting your peers to act on your ideas requires understanding what they care about and what drives their decisions.

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Watch the length of the conflict and how shocks compound.

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Editor at large Adi Ignatius revisits the ING Bank team, whose optimistic predictions for the war have given way to a far more dire outlook.

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How to make clearer decisions, lead more steadily, and ultimately build a more resilient company.

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Energy analyst Rory Johnston tells HBR “I fear it will break the system.”

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A curated list from one of HBR’s most popular newsletters.

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An eight-month study of 2,500 employees at KPMG discovered indicators that can help identify superusers.

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Four strategies for closing the gap between what leaders perceive and what employees actually experience.

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Lessons from the Indian e-commerce company Dunzo on the risks of catering to all customers without a sustainable operating model.

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They’re often payroll in disguise. Here’s how boards can get a clearer picture of the real accounting.

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An HBR tech editor spoke with researchers who found that LLMs “persuasion bombed” BCG consultants who tried to verify their outputs.

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New research underscores the risks of relying on the tools without questioning what they may not know.

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And what leaders can do to mitigate its effects in the workplace.

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And how companies can forecast the impact AI might have on their returns.

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Send the right signals to the local stakeholders you want to work with.

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New research reveals why some companies outperform others—even when adopting the same practices.

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When prompted for help on seven key strategy questions, LLMs recommended the same buzzy solutions—even when the context changed.

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The platforms treat storytelling, experimentation, and monetization as one integrated system—and the operating logic travels well beyond entertainment.

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A new research-backed index of American cities can help companies navigate issues such as demographic decline, climate shock, and AI disruption.

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Leaders must build systems that turn continuous transformation into something employees help shape, not simply endure.

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Leaders need to treat performance as a design problem.

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The jostling for control has just begun. Here’s how leaders can resolve it.

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Large language models often misinterpret the clinical dialects used across medical fields.

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Tone can matter just as much as content.

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A “center of excellence” model at the Mayo Clinic offers coordinated, multidisciplinary evaluations that can diagnose complex health conditions quickly.

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Adding friction can help protect people’s ability to evaluate, adapt, and improve ideas rather than just copy them.

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Stop asking “When can I stop working?” and start asking “How can I build the financial flexibility for the life I want to live?”

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Leaders thriving in this moment can name uncertainty, stay grounded in principle, and demonstrate care.

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When they work, CVCs can help large companies to stay close to innovation at the edge of the firm.

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How organizations can overcome the seven sources of friction that stall progress.

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The technology has made it easier than ever to sound like an expert. It’s time to pay attention to the people with actual experience.

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The broadening conflict in the Middle East means global businesses must redraw their risk assessments.

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How companies can navigate three major shifts.

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A new survey of business leaders shows that it’s usually not investors or customers pushing leaders to speak out.

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A study on climate solutions shows how the technology can help leaders track trends, identify changing markets, and seize emerging opportunities.

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