Harvard Business Review
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The demands on a CEO’s time can be endless. As the former CEO of Disney, Robert Iger had a simple test for deciding what deserved his attention: Will my involvement make a difference? He prioritized the responsibilities only he could handle, major decisions affecting the business or its brand, and work where he could add unique value. Everything else was a candidate for delegation. Iger shares more lessons from leading Disney in a conversation with Nitin Nohria, former dean of Harvard Business School, including how he approached high-stakes decisions, creative excellence, and the pressures of running an iconic company. Watch the full interview:
Harvard Business Review57,457 views • 1 month ago
Could the world be heading toward a more stable era? Despite ongoing geopolitical uncertainty, ian bremmer, geopolitical strategist and founder of Eurasia Group, believes a more predictable global business environment may be on the horizon. In a conversation with HBR editor at large Adi Ignatius, Bremmer explains how U.S. elections, relations with China, and shifts in global trade could bring greater stability. Ignatius shares more insights from their conversation in his weekly newsletter, HBR Executive Agenda. Subscribe here:
Harvard Business Review15,527 views • 23 days ago
What happens to competitive advantage when every company has access to the same AI tools? Just as two businesses with similar people and resources can produce very different results, companies will differ in how effectively they put AI to use. That still requires human judgment, instinct, and intuition about where to focus resources and how to create something meaningfully differentiated. Hear more from Jeetu Patel on the HBR IdeaCast:
Harvard Business Review19,093 views • 1 month ago
A CEO can shape a company in ways they may not even realize. That’s one lesson Bob Iger wanted to pass on to his successor at Disney: Be aware of how much influence comes with the title. Even at a company more than a century old, a CEO’s words and actions can have an enormous impact, sometimes almost inadvertently. Hear more of Iger’s reflections on the responsibilities, decisions, and pressures that come with leading Disney in his conversation with Nitin Nohria, former dean of Harvard Business School. Watch the full interview:
Harvard Business Review20,875 views • 1 month ago
When can leaders trust AI enough to stop checking its work? Jeetu Patel, president and chief product officer at Cisco, says that depends on two things: how capable the technology actually is, and whether people’s confidence in it keeps pace. We’re not there yet. AI still poses real risks that require guardrails and monitoring, while people also need to become more comfortable with the technology as it improves. Patel argues we'll need both in order to trust AI with consequential decisions. Listen to the full IdeaCast wherever you get your podcasts, or here:
Harvard Business Review17,632 views • 1 month ago
When should a CEO speak out on a public issue? Longtime Disney CEO Robert Iger says leaders need to be clear about why they’re taking a position and how it connects to the interests of the company, its shareholders, and its people. In a wide-ranging conversation with Nitin Nohria, former dean of Harvard Business School, Iger reflects on the leadership lessons he learned at Disney, from making bold bets under pressure to protecting creative excellence and managing through crisis. Watch the full interview:
Harvard Business Review16,750 views • 1 month ago
What does it take to lead a company through significant change? Verizon CEO Dan Schulman tells HBR editor at large Adi Ignatius why humility is only the starting point—and what leaders must do to earn people’s confidence through both wins and setbacks. Read the full interview here:
Harvard Business Review21,544 views • 2 months ago
Senior leaders may actually be better positioned to succeed in a fast-moving AI world than you think. Unlike previous technology shifts, AI can reward the expertise and judgment that come with experience—which means younger, AI-native employees don't necessarily have an advantage. Ethan Mollick, Wharton professor and author of "Co-Intelligence," explains why the AI learning curve may look different from the digital divides of the past. Listen to the full IdeaCast episode wherever you get your podcasts, or here:
Harvard Business Review11,417 views • 1 month ago
How do you justify investments that build customer loyalty when you can’t prove the precise ROI? Chewy CEO Sumit Singh explains why relying only on hard returns can cause leaders to miss what customers truly value, and how he decides where to keep investing. HBR Executive subscribers can watch the full interview here:
Harvard Business Review12,041 views • 1 month ago
If you want employees to help build and improve AI tools, give them a reason to have a stake in their success. Harvard Business School Associate Professor Zoe Cullen explains that AI innovation can stall when employees are asked to share their expertise without clear incentives—especially when they fear the resulting technology could reduce headcount. Leaders can rethink that dynamic by considering how career incentives, ownership, and intellectual property might allow employees to benefit from the technology they help create. In this episode of Harvard Business School’s Cold Call podcast, Cullen and host Brian Kenny explore who captures the value when human expertise becomes data—and what that means for companies adopting AI. Watch the full episode wherever you get your podcasts, or here:
Harvard Business Review13,461 views • 1 month ago
AI is no longer a novelty for organizations. The harder questions are about what follows: How should leaders rethink decisions, expertise, and the way teams work together? In a four-part HBR IdeaCast series, Alison Beard and Adi Ignatius talk with leaders and experts about what AI is changing across culture, talent, communication, innovation, and strategy. New episodes arrive weekly from September 17 through October 8. What new responsibilities has AI created for leaders in your organization? Share your thoughts in the comments. Subscribe to HBR IdeaCast here:
Harvard Business Review16,426 views • 2 months ago
AI can be very good at giving you an answer that sounds right. But it’s not always the answer you want or need. Wade Foster, cofounder and CEO of Zapier, points to a problem leaders should keep in mind: AI models can tend toward pleasing the person asking the question, which can produce recommendations that reinforce what you already want to hear. His approach is to explicitly ask AI to debate him and critique his thinking, with the goal of turning AI into a true thought partner—one that can challenge your assumptions and help you make better decisions. Listen to the full IdeaCast episode wherever you get your podcasts, or here:
Harvard Business Review13,822 views • 1 month ago
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 Review26,375 views • 3 months ago
As AI takes on more work, leaders face a fundamental management question: What should AI handle, what should humans and AI do together, and what should remain fundamentally human? The common rule of thumb—give AI routine work and leave complex work to people—only gets you so far. Paula Goldman, Salesforce’s chief ethical and humane use officer, says leaders also need to consider factors like customer and employee preferences and emotions, as well as the sensitivity of the work. As AI becomes more capable, managers may need to rethink their role, too. Goldman argues that AI increasingly needs to be managed as a teammate—and that managing AI agents will become an important leadership skill. Listen to the full IdeaCast episode:
Harvard Business Review14,958 views • 1 month ago
As teams hand more work over to AI, leaders have a new judgment call to make: What should AI handle—and what do employees still need to know how to do themselves? Wade Foster, cofounder and CEO of Zapier, warns that delegating too much can create a “comprehension gap.” Employees may produce the work, but when they’re asked to explain it, investigate further, or answer questions, they may discover they no longer understand the subject as well as they need to. Leaders need to be deliberate about where and how much their teams rely on AI. For lower-impact work, fuller delegation may make sense. For higher-impact work, consider what knowledge and capabilities employees need to retain. Tune in for the full IdeaCast episode this Thursday. Listen wherever you get your podcasts or here:
Harvard Business Review12,898 views • 1 month ago
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 views • 6 months ago