As companies move from narrow to generative to agentic and multi-agentic AI, the complexity of the risk landscape ramps up ...

Today’s CEOs have a fresh set of challenges that the standard management playbook is ill-equipped to address. As a result, ...

Becoming a leader of leaders is a change of both scope and attitude. Your decisions may now affect dozens (or hundreds) of employees. Your results depend on how well other experienced professionals do ...

Psychological safety—a shared belief among team members that it’s ok to speak up with candor—is critical for effective decision-making and forward momentum on senior teams. Yet as the concept has ...

If employees are working while sick, your policies aren’t the problem—your structure is. To tackle presenteeism, start by addressing the root causes: job design, cultural expectations, and the ...

A conversation with author Whitney Johnson on recovering from a career disruption. In a period of increasing political and economic uncertainty, government funding cuts, and AI that can outperform ...

The HBR Executive Playbook on building an adaptive, future-ready workforce. by Ania W. Masinter “Today’s CEOs are the final generation of executives leading exclusively human workforces ...

An HBR Executive Masterclass with Rainer Strack. In corporate strategy projects, executive leadership teams work through a series of questions to determine how their businesses can succeed.

Yesterday, we shared three ways to begin structuring work for AI-human teams. Today, we’re back with four more tips to help you build a scalable workforce strategy that treats agentic AI as a ...

The HBR Executive Playbook on forming strong, long-lasting relationships with your directors. by Rachel DuRose Strategic alignment between a CEO and their board starts with one crucial element: trust.

An HBR Executive Masterclass with Arthur C. Brooks. Successful business leaders actually wrestle more with uncertainty than most people—not because they’re weaker, but because they feel ...

An HBR Executive Masterclass with Roger L. Martin. Planning and strategy are two fundamentally different actions—and conflating them undermines performance. Planning is about allocating ...