Factories succeed with AI when workers help shape it, learn it on the job, and are measured by real performance.

Tracey CountrymanInge OosterhuisJeff WhelessRushda Afzal

New research demystifies who gets these jobs and how they ascended.

Ruth CurranSteve PatscotEdward Stadolnik

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

HBR Editorshttps://hbr.org/resources/images/article_assets/2014/10/110-staff-hbr.png

Modern disruptions rarely stay contained. It can help to have someone dedicated to coordinating recovery and adaptation across the enterprise.

Abhilash PandaErick Ariel Gonzales RochaGianluca PescaroliJeffrey M. KeislerElizaveta PiniginaBenjamin D. TrumpIgor Linkov

How people actually access, use, and pay for your products or services can point you toward untapped potential.

Donna Henrike BohrerKarolin FrankenbergerJoakim Wincent

A conversation about practical strategies for influencing upward and navigating resistance without losing momentum.

wide-hbr-on-leadership-24

A study of ICU nurses over more than two years reveals how hospitals may be misreading the retention problem.

Diwas KChttps://hbr.org/resources/images/article_assets/2026/05/11-diwas-kc.jpgBlair L. Liuhttps://hbr.org/resources/images/article_assets/2026/05/110-blair-liu.jpgBradley R. Staatshttps://hbr.org/resources/images/article_assets/2014/08/110-Bradley_Staats.jpgMichael P. Fundorahttps://hbr.org/resources/images/article_assets/2026/05/110-michael-fundora.jpg

The Fortune 250’s longest-serving CEO, Dan Amos, shares the leadership lessons that he’s learned at the helm of Aflac for 36 years.

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

Teams facing constant pressure still need opportunities to build new skills, experiment, and prepare for what’s next.

Rebecca Knight

In the May 18, 2026, edition of The Insider, managing editor Gretchen Gavett highlights the traps that quietly undermine senior leaders.

Gretchen Gavetthttps://hbr.org/resources/images/article_assets/2013/09/110-Gretchen_Gavett.jpgNewsletter_TheInsider_feature

An analysis of 16,000 U.S. customers in California and Virginia shows how further disclosures and permissions can actually reassure customers.

Jay Fitzgerald

A conversation with journalist Donna Jackson Nakazawa about a common behavior that holds us back.

wide-ideacast_25

How to nail the most important interview of your career.

Pete Weissmanhttps://hbr.org/resources/images/article_assets/2026/05/110-pete-weissman.jpg

Leadership transitions offer a rare clean slate—if you’re intentional about creating a good impression.

Dina Denham Smithhttps://hbr.org/resources/images/article_assets/2021/04/110-dina-smith.jpg

Burnout isn’t a personal failing. It’s a structural problem that leaders must solve.

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

Be intentional about one of your most powerful strategic levers.

Klaus M. MillerZ. John Zhang

Many managers now use AI to polish performance-review narratives about employees. The bigger opportunity is to use it to highlight what makes them exceptional.

Chrysanthos Dellarocashttps://hbr.org/resources/images/article_assets/2022/12/110-chrysanthos-dellarocas.jpg

Organizations often deploy new tools when what they really need is a better way to structure collaboration.

Antonio García Romerohttps://hbr.org/resources/images/article_assets/2026/05/110-antonio-garcia-romero.jpgMarco Casertahttps://hbr.org/resources/images/article_assets/2026/05/110-marco-caserta.jpg

Research reveals two organizational strategies that consistently reduce the power imbalance between HQ and everyone else.

David Livermorehttps://hbr.org/resources/images/article_assets/2016/05/110-david-livermore.jpg

A conversation with neuroscientist Mithu Storoni about training our brains to work more effectively with AI.

wide-hbr-on-leadership-24