The Benefits—and Challenges—of an Insider CEO
All eyes will be on the newly minted CEOs at Target, Walmart, and Disney as they try to show they were the right insiders for the top job.
Adi Ignatiushttps://hbr.org/resources/images/article_assets/2025/08/110-adi-ignatius.jpg02_12_CEO SucessionTo Lead Through Uncertainty, Unlearn Your Assumptions
Experience is often seen as the key to growing as a leader. But knowing what to let go of can be just as important.
Annie PeshkamA Blueprint for Enterprise-Wide Agentic AI Transformation - SPONSOR CONTENT FROM GOOGLE CLOUD CONSULTING
Sponsor Content from Google Cloud Consulting.
opt1_HeroTo Thrive in the AI Era, Companies Need Agent Managers
Just as product managers emerged during the software revolution, agent managers are becoming essential to translating strategic intent into reliable outcomes.
Suraj Srinivasanhttps://hbr.org/resources/images/article_assets/2013/10/110-Suraj-Srinivasan.jpgVivienne Weihttps://hbr.org/resources/images/article_assets/2026/02/110-v-wei.jpgDisney’s New CEO and the Rise of “Experience Intelligence”
Josh D’Amaro’s appointment signals a growing belief among top organizations: the strongest force in business is an experience people say they love.
Marcus Buckinghamhttps://hbr.org/resources/images/article_assets/2019/02/110-marcus-buckingham.jpgBuilding Better Connections with AI-Powered Customer Experience Orchestration - SPONSOR CONTENT FROM ADOBE
Sponsor Content from Adobe.
Research Roundup: Salary Disparities, Managers Who Squash Ideas, Exclamation Points, and More
Fresh insights from academic research, consultancies, and other expert sources.
HBR Editorshttps://hbr.org/resources/images/article_assets/2014/10/110-staff-hbr.pngHow to Demonstrate Adaptability When Interviewing for a Senior Role
Your strongest advantage in today’s job market isn’t your title, experience, or a specific metric of success.
Marlo Lyonshttps://hbr.org/resources/images/article_assets/2021/09/110-marlo-lyons.jpgYour Strategy Needs a Visual Metaphor
Using visuals that tell a story will engage employees’ imaginations and help win their support.
Martin J. Epplerhttps://hbr.org/resources/images/article_assets/2026/02/110-martin-eppler.jpgAndri Hinnenhttps://hbr.org/resources/images/article_assets/2026/02/110-andri-hinnen.jpgFabienne Bünzlihttps://hbr.org/resources/images/article_assets/2026/02/110-fabienne-bunzli.jpgHow to Avoid a False Start When You’re Leading a Big Change
The greatest risk is moving before the organization is ready to move with you.
Timothy R. Clarkhttps://hbr.org/resources/images/article_assets/2020/03/110-timothy-clark.jpegStop Promoting the Wrong People into Manager Roles
How to assess whether someone will actually be a good fit for the role.
Colleen Adlerhttps://hbr.org/resources/images/article_assets/2026/01/110-colleen-adler.jpgHow Designing with Disability in Mind Sparks Innovation
Treating accessibility as an innovation catalyst—not a market niche—can unlock surprising social and commercial value.
Vijay Govindarajanhttps://hbr.org/resources/images/article_assets/2013/09/110-vijay-govindarajan.jpgKinya Setohttps://hbr.org/resources/images/article_assets/2026/01/110-kinya-seto.jpgTojin T. Eapenhttps://hbr.org/resources/images/article_assets/2023/11/110-tojin-t-eapen.jpgChristine Moormanhttps://hbr.org/resources/images/article_assets/2014/02/110-christine-moorman.jpgWhy New Technologies Don’t Transform Incumbents
Older companies tend to change one thing at a time. Challengers win by rethinking the basics of how work gets done.
Sangeet Paul Choudaryhttps://hbr.org/resources/images/article_assets/2013/10/110-Sangeet-Choudary.jpgAI Doesn’t Reduce Work—It Intensifies It
An eight-month study found that these tools made productivity surge—as well as cognitive fatigue, unsustainable hours, and other problems.
Aruna Ranganathanhttps://hbr.org/resources/images/article_assets/2023/04/110-aruna-ranganathan.jpgXingqi Maggie Yehttps://hbr.org/resources/images/article_assets/2026/01/110-maggie-ye.jpgWhat’s the ROI on AI?
Leaders from Microsoft, Verizon, Allianz, Schneider Electric, and Mahindra share where AI is already delivering results and what it will take to lead through the technology’s disruption.
Adi Ignatiushttps://hbr.org/resources/images/article_assets/2025/08/110-adi-ignatius.jpg02_05_Agenda_AI ROI_467302505Do You Know What Your Customers’ Aspirations Are?
To serve your customers, you need to understand where they’re trying to go.
B. Joseph Pine IIhttps://hbr.org/resources/images/article_assets/2021/09/110-joseph-pine.jpgWhen the Bold Leader You Hired Starts to Conform
Without structural and psychological support, even the strongest leaders drift toward the status quo.
Kathryn Landishttps://hbr.org/resources/images/article_assets/2023/07/110-kathryn-landis.jpgThe Delicate Politics of Hiring Someone from Another Team
How to approach internal hiring without damaging relationships.
Rebecca KnightHow to Foster Psychological Safety When AI Erodes Trust on Your Team
Proactively addressing team dynamics can prevent costly errors and cycles of dysfunction.
Jayshree SethAmy C. Edmondsonhttps://hbr.org/resources/images/article_assets/2015/06/110-Amy_Edmondson.jpegIn an Automated World, Human Hospitality Is a Competitive Advantage
Lessons from Ritz-Carlton and Four Seasons.
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Horst Schulzehttps://hbr.org/resources/images/article_assets/2026/01/110-horst-schulze.jpgMicah Solomonhttps://hbr.org/resources/images/article_assets/2012/12/110-micah-solomon.jpg