The kind of company it is influences investors and its valuation.

Some problems aren’t yours to solve.

Every expert started as a beginner.

The Business Roundtable’s new letter could mark a turning point.

Do what you’re good at, not what pays the most.

Harvard Business School professors Rebecca Henderson and George Serafeim discuss the impact investing efforts of Hiro Mizuno, CIO of GPIF, Japan’s government pension fund. He says that improving corporate governance, increasing inclusion and gender diversity, and addressing climate change would expand Japan’s economy. But, should a pension fund try to change the world?

Julie Zhuo, Facebook’s VP of product design, started at the company as its first intern and became a manager at the age of 25. Like many first-time bosses, she made many missteps and acted how she thought managers were supposed to act. Eventually, she grew to find joy in the role and today she leads hundreds of people. She says that becoming a great manager also helps you know yourself better. Zhuo is the author of the book “The Making of a Manager: What to Do When Everyone Looks to You.”

And five steps to get started.

It’s time to rethink how sponsorship works.

And what to try instead.

An analysis of Glassdoor data.

Analytics has to be about more than averages.

Connections boost credibility but scare away some customers.

For one thing, big firms are spending more and more on R&D.

The right data can help manage turnover risk.

Especially in countries that are hostile to it.

Start by picking the right person for the job.

People need security to do their best work.

Daniel Schreiber, Lemonade’s CEO and cofounder, joins Azeem to discuss how the company is using artificial intelligence to disrupt a legacy industry by realigning incentives with the values that customers care about.

Here’s what it would mean to take employee well-being seriously.