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

Penelope CrossleyDanielle KentGlenn PlattLee White

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

Sangah Baehttps://hbr.org/resources/images/article_assets/2026/03/110-sangah-bae5.jpgKaitlin Woolleyhttps://hbr.org/resources/images/article_assets/2017/04/110-kaitlin-woolley41.jpg

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

Marshall Fisherhttps://hbr.org/resources/images/article_assets/2011/11/110-marshall-fisher-1.jpgVishal Gaurhttps://hbr.org/resources/images/article_assets/2020/03/110-vishal-guar.jpg

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

Wei Shi

A conversation with Columbia Business School’s Rita McGrath on finding competitive advantage in the time of AI.

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A conversation with David Novak about how to put learning at the center of everything you do.

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Agents need structure, feedback, and evaluations.

Joseph Fullerhttps://hbr.org/resources/images/article_assets/2014/08/110-joseph-fuller.jpg

An HBR Executive Live conversation with Pinterest CEO Bill Ready.

Adi Ignatiushttps://hbr.org/resources/images/article_assets/2025/08/110-adi-ignatius.jpg

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

Nir Eyal

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

Deborah Lovichhttps://hbr.org/resources/images/article_assets/2021/08/110-deborah-lovich.jpgHubert Jolyhttps://hbr.org/resources/images/article_assets/2020/03/110-hubert-joly.jpegChenault Taylor

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

Melody Wildinghttps://hbr.org/resources/images/article_assets/2021/02/110-melody-wildling.jpg

A conversation with Harvard Kennedy School professor Julia Minson about focusing on concrete behavior rather than mindset.

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

Merete Wedell-Wedellsborghttps://hbr.org/resources/images/article_assets/2018/04/110-Merete-Wedell-Wedellsborg.jpg

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

Rahul TelangMuhammad Zia HydariRaja Iqbal

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

Rebecca Knight

Watch the length of the conflict and how shocks compound.

Philipp Carlsson-Szlezakhttps://hbr.org/resources/images/article_assets/2016/06/110-phillip-c-szlezak.jpgPaul Swartzhttps://hbr.org/resources/images/article_assets/2020/03/110-paul-swartz.jpg

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.

Adi Ignatiushttps://hbr.org/resources/images/article_assets/2025/08/110-adi-ignatius.jpgAgenda_Grid_ReconsiderIran

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

Dina Denham Smithhttps://hbr.org/resources/images/article_assets/2021/04/110-dina-smith.jpgNeri Karra Sillamanhttps://hbr.org/resources/images/article_assets/2022/10/110-neri-karra-sillaman.jpg

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

Thomas Stackpolehttps://hbr.org/resources/images/article_assets/2020/08/110-tom-stackpole-1.jpg

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

Harvard Business Review Editorial Staff