Research, ideas and perspectives chosen to challenge assumptions, sharpen decisions and help CEOs lead stronger businesses.
HBR's Christian Catalini argues that as AI makes answers cheap, the scarce skill becomes knowing when the AI is wrong.
McKinsey's study of 163 industrial companies finds the valuation premium goes to companies that run several growth moves at once and can show results...
HBR research argues that hesitating to step into leadership is often the more mature response, and that eagerness alone says little about whether...
HBR's Nitin Nohria argues CEOs are replaced more often for moving at the wrong pace than for picking the wrong strategy.
Inc.'s Kevin O'Brien argues culture never holds steady on its own. It drifts, and the clearest early signal is whether people reach for ownership or...
Alfred Peet trained the founders of Starbucks, supplied their beans, then told them to roast their own. His bet was that teaching his standard would...
In an HBR interview, Verizon CEO Dan Schulman describes a company that spent five years quietly losing market share because its culture was too...
Inc.'s Minda Zetlin says the lesson of New Coke isn't that Coca-Cola made a bad call. It's that the company reversed it in under three months, while...
Inc.'s Minda Zetlin reads a repeating performance problem as a conversation problem: the manager asks for speed and accuracy at the same time, and...
Inc.'s Marcel Schwantes argues people follow your daily behavior, not your title, and that the habit with the biggest payoff is extending trust...
In an HBR interview, Bob Iger says Disney picked his successor on strategic skill and missed what mattered most: whether that person could keep...
Inc.'s Soren Kaplan uses a strange story about 1,200 AI agents chasing a rule that didn't exist to show how capable people waste time working around...
A meta-analysis of 515 studies, covered in HBR, finds workplace stress often isn't about workload — and the most damaging stressor, conflicting demands...
Capgemini's CEO and the World Economic Forum argue the real AI question for CEOs isn't how fast to move but whether you stay in control — of the technology...
Executive coach Kathryn Landis, writing in HBR, shows how a leader handled an underperformer she couldn't remove — by testing what leadership would actually...
Inc. looks at how Bayer dropped fixed regional sales targets in favor of 90-day, cross-functional outcomes — and why negotiated targets tend to reward good...
HBR's Fred Reichheld, Jamie Cleghorn and Wojtek Kokoszka find referrals bring in only about a fifth of new customers but roughly three-quarters of the...
HBR's Dr. Gleb Tsipursky argues AI rollouts succeed or fail one layer below the executive team, with middle managers — and that a single company-wide...
HBR's research finds that a smooth, agreeable board or advisory meeting is often a warning sign, not a good one — the point where oversight goes quiet is...
HBR argues that most authority problems are actually blind-spot problems — there's usually someone shaping outcomes in a business who isn't on the org...
Inc.'s Tony Martignetti, citing research on "attention residue," argues a founder's real bottleneck isn't time management — it's carrying unresolved focus...
MIT Sloan's Donald Sull argues the real test of an ambitious plan isn't the number on the page — it's whether it's funded by genuine reallocation of budget...
McKinsey argues a CEO's most important job right now isn't strategy — it's building a deliberate, personally-owned system for developing the next generation...
McKinsey's research finds the most dangerous stretch for a CEO isn't year one — it's years three to five, once early wins start breeding the complacency...
HBR's research on Amazon, Toyota, Danaher and RELX finds that some of the best-performing companies have CEOs who stay deeply hands-on with how work...
Bain's Darrell Rigby and Zach First argue that the fix for constant reorganization isn't a better transformation — it's needing fewer of them. Catching...
Most CEOs never get formal training for the job. Inc.'s David Finkel argues the fix isn't a manual that doesn't exist — it's a short list of disciplined...
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