Harvard Business Review
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AI is reshaping every industry, but the hardest questions leaders face aren’t technical—they’re human. Where should AI make decisions, and where should human judgment remain the final word? How do you innovate without undermining trust? In this HBR Executive Masterclass, Harvard Business School professor Sandra J. Sucher argues that leaders should start by asking: What are our customers and employees trusting us for? The answer should guide how you use AI. Subscribe at
Harvard Business Review15,447 次观看 • 1 天前
The most important AI question has nothing to do with picking the right technology. It's this: what problem are we actually trying to solve? In this IdeaCast episode, journalist and author Josh Tyrangiel makes the case that successful AI adoption comes down to discipline—pick a real, high-impact problem, follow through on it, and measure the value it creates. What you'll learn: - Why treating AI like magic sets initiatives back - How to identify the targeted problems where AI moves the needle - Practical ways to communicate change and get buy-in across an organization - Real examples from healthcare and beyond of AI creating measurable impact If your org is investing in AI, this conversation gives you a sharper way to think about where that investment should go. Listen to the full episode here:
Harvard Business Review15,401 次观看 • 2 天前
Four Seasons president and CEO Alejandro Reynal joined HBR editor at large Adi Ignatius to explain the three leadership practices behind Four Seasons' legendary customer service: hire for attitude, train for skill, and build a culture where people are empowered to deliver authentic, unscripted care. HBR Executive subscribers can watch the full video here:
Harvard Business Review25,303 次观看 • 18 天前
Psychologist Ron Friedman studies "superteams," a small group of high-performing individuals that consistently outperform their peers. One of their secrets? They reward innovation. His favorite example is 3M, the company behind Post-its and Scotch tape. Their "30% Rule" says a division only earns its bonus if at least 30% of revenue comes from products launched in the last four years. This pushes teams to innovate, even when business is strong. Friedman also points to rewarding intelligent failure as a key part of the equation. He argues that a measured risk that doesn't pan out should be rewarded just as much as one that succeeds. If everything's going perfectly, your organization could be falling behind. Read more about superteams:
Harvard Business Review21,183 次观看 • 21 天前
How can a luxury hospitality brand embrace AI without losing its human touch? In this conversation, Four Seasons President and CEO Alejandro Reynal speaks with HBR Editor at Large Adi Ignatius about how leaders can use AI to enhance customer experiences while keeping human connection at the center. HBR Executive subscribers can watch the full discussion here:
Harvard Business Review13,821 次观看 • 15 天前
After analyzing more than 12,000 real-world AI use cases, researcher Marc Zao-Sanders found that people are increasingly turning to AI for practical help and entertainment, while some self-improvement uses—like organizing life, finding purpose, and healthier living—have fallen out of the top 10. One finding stood out: More than a quarter of the top use cases involve asking AI to do some of our thinking for us. Marc and his team call this "thinkslop": the lazy, sloppy thinking that can emerge when we rely on AI to form opinions, make decisions, or figure out what we think instead of doing that work ourselves. Find the top 100 use cases here:
Harvard Business Review24,066 次观看 • 1 个月前
Psychologist Ron Friedman and his colleagues surveyed thousands of workers and identified a small group of high-performing teams—"superteams"—that consistently outperform the rest. One thing that sets them apart? They receive significantly more feedback than average teams. Here’s why: Leaders give feedback more often and frame it in ways that motivate. Colleagues weigh in early, before work reaches the boss or client. Revisions happen while the stakes are still low. Learn more about how to create feedback-seeking behavior on your team:
Harvard Business Review18,224 次观看 • 29 天前
After analyzing more than 12,000 real-world AI use cases, researcher Marc Zao-Sanders found that people are increasingly turning to AI for practical help and entertainment, while some self-improvement uses—like organizing life, finding purpose, and healthier living—have fallen out of the top 10. One finding stood out: More than a quarter of the top use cases involve asking AI to do some of our thinking for us. Marc and his team call this "thinkslop": the lazy, sloppy thinking that can emerge when we rely on AI to form opinions, make decisions, or figure out what we think instead of doing that work ourselves. Find the top 100 use cases here: __ Editor's note: We reposted this to correct an earlier typo.
Harvard Business Review17,244 次观看 • 1 个月前
In our newest HBR Masterclass, Professor Rita McGrath explains why great strategy starts with identifying your organization's center—the core idea that guides every decision—and why saying no is often just as important as saying yes. Subscribe to HBR Executive:
Harvard Business Review13,638 次观看 • 1 个月前
Every minute of your workday has a purpose, but your evenings disappear into scrolling and exhaustion. Sound familiar? This is common for high performers: without structure, free time feels wasted before it even begins. Dr. Arthur Brooks argues that the answer isn't less leisure, but more. It's taking your free time as seriously as you take your job. Read the book. Learn the thing. Make your free time feel meaningful again.
Harvard Business Review31,951 次观看 • 2 个月前
Competitive advantage doesn’t last as long as it used to. In this HBR Executive Masterclass, learn why strategy in today’s environment is less about defending an existing advantage and more about moving quickly to the next one. Discover the concept of transient advantage, explore five different ways organizations can find their strategic center, and learn how great leaders create clarity without making every decision themselves. Subscribe to HBR Executive:
Harvard Business Review11,363 次观看 • 25 天前
Ron Friedman, psychologist and author of “Superteams,” says if you already know something will work… it's not really an experiment. The best teams treat experiments as trades: efficiency for information. They recognize that even failures can teach you something. Top teams aim for an 85% success rate—high enough to know they're winning, low enough to know they're still stretching. Read the full article:
Harvard Business Review16,419 次观看 • 1 个月前
The hardest leadership moments are the ones you’re tempted to avoid. But delaying tough conversations only makes things worse. Dr. Arthur Brooks shows why compassion is what allows great leaders to act decisively—facing hard truths head-on while strengthening trust. More from Arthur C. Brooks:
Harvard Business Review13,743 次观看 • 4 个月前