What the Best AI Users Do Differently—and How to Level Up All of Your Employees
An eight-month study of 2,500 employees at KPMG discovered indicators that can help identify superusers.
Nick HallmanZach Kowaleskihttps://hbr.org/resources/images/article_assets/2026/03/110-zach-kowaleski.jpgAnu Puvvadahttps://hbr.org/resources/images/article_assets/2026/03/110-anu-puvvada.jpgJaime J. Schmidthttps://hbr.org/resources/images/article_assets/2026/03/110-jamie-schmidt.jpgStrategy Summit 2026: Why AI Means Radical Change
A conversation with HBS professor Tsedal Neeley about the types of organizational change needed for AI to thrive.
wide-ideacast_25When Senior Leaders Lack People Skills, Transformations Fail
Four strategies for closing the gap between what leaders perceive and what employees actually experience.
Jenny Fernandezhttps://hbr.org/resources/images/article_assets/2021/05/110-jenny-fernandez.jpgWhat It Takes to Execute a Successful Company Turnaround
A conversation with former Marvel head Peter Cuneo on the strategies he has used to transform stumbling businesses into blockbusters.
wide-hbr-on-leadership-24Why Companies Don’t Compete in the Middle Market
Lessons from the Indian e-commerce company Dunzo on the risks of catering to all customers without a sustainable operating model.
Das NarayandasBoards Often Misunderstand What Stock Buybacks Really Cost
They’re often payroll in disguise. Here’s how boards can get a clearer picture of the real accounting.
Joseph Comprixhttps://hbr.org/resources/images/article_assets/2021/04/110-joseph-comprix.jpgKevin Koharkihttps://hbr.org/resources/images/article_assets/2026/03/110-kevin-koharki.jpgAnup Srivastavahttps://hbr.org/resources/images/article_assets/2018/02/110-Anup-Srivastava.jpgLLMs Are Manipulating Users with Rhetorical Tricks
An HBR tech editor spoke with researchers who found that LLMs “persuasion bombed” BCG consultants who tried to verify their outputs.
Thomas Stackpolehttps://hbr.org/resources/images/article_assets/2020/08/110-tom-stackpole-1.jpgCompeting LLMs Were Asked to Pick Stocks. Their Choices Revealed AI’s Limitations.
New research underscores the risks of relying on the tools without questioning what they may not know.
Ben RandResearch: How the “Accent Penalty” Determines Who Gets Heard
And what leaders can do to mitigate its effects in the workplace.
Aliah ZewailAmir SepehriReihane BoghratiMohammad AtariThe Shifting Relationship Between Business and the U.S. Government
A conversation with Yale’s Jeffrey Sonnenfeld about the current relationship between the state and private enterprise.
wide-ideacast_257 Factors That Drive Returns on AI Investments, According to a New Survey
And how companies can forecast the impact AI might have on their returns.
Thomas H. Davenporthttps://hbr.org/resources/images/article_assets/2013/09/110-tom-davenport.jpgLaks Srinivasanhttps://hbr.org/resources/images/article_assets/2026/01/110-laks-srinivasan.jpgHow Software Startup InsightSquared Wrestled with Creating an Optimal Sales and Marketing Strategy
Even with strong product market fit, these founders disagreed on how to best focus their strategy to scale.
wide-cold-call-25How To Deliver on ESG Initiatives in Emerging Market
Send the right signals to the local stakeholders you want to work with.
Charles E. StevensErin E. MakariusAloysius Marcus KahindiEmma Kyoungseo Hong4 Capabilities that Drive Operational Improvement
New research reveals why some companies outperform others—even when adopting the same practices.
Vijaya Sunder Mhttps://hbr.org/resources/images/article_assets/2023/08/110-vijaya-sunder-m.jpgKevin Lindermanhttps://hbr.org/resources/images/article_assets/2026/02/110-kevin-linderman.jpgResearchers Asked LLMs for Strategic Advice. They Got “Trendslop” in Return.
When prompted for help on seven key strategy questions, LLMs recommended the same buzzy solutions—even when the context changed.
Angelo Romasantahttps://hbr.org/resources/images/article_assets/2020/08/110-angelo-romasanta.jpgLlewellyn D.W. Thomashttps://hbr.org/resources/images/article_assets/2020/08/110-thomas-llewellyn.jpgNatalia Levinahttps://hbr.org/resources/images/article_assets/2020/08/110-natalia-levina.jpgAI and the Entry-Level Job
Editor at large Adi Ignatius connects with IBM’s chief human resources officer Nickle LaMoreaux to understand the company’s talent strategy in the age of AI.
Agenda_AIEntryLevelLessons from China’s Short-Drama Boom
The platforms treat storytelling, experimentation, and monetization as one integrated system—and the operating logic travels well beyond entertainment.
Haiyang LiChongqiao XiongRomily SunThe Map of U.S. Prosperity Is Changing. Here’s Where Companies Should Invest.
A new research-backed index of American cities can help companies navigate issues such as demographic decline, climate shock, and AI disruption.
Jaymes Cloningerhttps://hbr.org/resources/images/article_assets/2026/03/110-jaymes-cloninger.jpgBradley Schurmanhttps://hbr.org/resources/images/article_assets/2022/12/110-bradley-schurman-1.jpgDeveloping Employees Who Thrive Through Continuous Change
Leaders must build systems that turn continuous transformation into something employees help shape, not simply endure.
Rachel DuRosehttps://hbr.org/resources/images/article_assets/2024/07/110-rachel-durose.jpgHow to Turn Individual Talent into Organizational Excellence
Leaders need to treat performance as a design problem.
James Fultonhttps://hbr.org/resources/images/article_assets/2021/09/110-james-fulton97.jpgTodd Warnerhttps://hbr.org/resources/images/article_assets/2015/11/110-todd-warner.jpg