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As advanced AI becomes widely accessible, healthcare companies can no longer rely on superior technology alone for lasting advantage. Instead, they need a coherent AI strategy built around five
In a development that is impacting or soon will affect many industries, having the most advanced AI technology is not enough to win in the rapidly evolving healthcare AI market.
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Employees’ speech patterns can shape their careers, not because speech reliably predicts ability, but because managers often mistake familiarity for social skill. A new study, which draws on
This article was produced by Harvard Business School Working Knowledge and features the insights of faculty member Kadeem Noray.
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When faced with cost increases, managers may need to make tough decisions. Generally, there are three options that managers can consider in these situations. One option is to maintain current prices, meaning the firm absorbs the higher costs and settles for lower margins. A second option is to raise prices, passing increased costs to consumers to maintain profit margins. A third option involves indirectly raising prices by reducing what consumers get for the same price.
Longtime Disney CEO Bob Iger sits down with Nitin Nohria, former dean of Harvard Business School, to reflect on what it takes to lead a company as iconic—and complex—as Disney:
Few executives have had to make as many high-stakes calls, over as many years, as former Disney CEO Bob Iger. In this conversation with former HBS dean Nitin Nohria, Iger shares what he’s learned about the decisions that really belong to the CEO: where to spend your time, when to step into a problem, when to get out of the way, how to shape culture, and how to lead when crisis becomes a constant.
AI is rapidly changing how top leaders communicate with employees, customers, boards, and each other. In episode 2 of a special four-part series on how AI is changing leadership, we explore how executives can use AI to improve communication without outsourcing the thinking, judgment, and empathy that make it effective. Stanford professor Matt Abrahams and Zapier CEO Wade Foster discuss how leaders are using AI to synthesize information, structure ideas, prepare for difficult conversations, and rehearse for high-stakes moments. They also explain why leaders should be wary of letting AI write everything for them, how overreliance on AI can create a “comprehension gap,” and why preserving a distinctive human voice may become even more important as AI-generated communication becomes ubiquitous. Abrahams is the author of Think Faster, Talk Smarter and host of the podcast Think Fast, Talk Smart. Foster is the cofounder and CEO of Zapier, a software automation company.
Plus:
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Our Management Tip of the Day newsletter continues to be one of HBR’s most popular newsletters. In this article, we’ve compiled 10 of our favorite tips on building influence, from how
Each weekday, in our Management Tip of the Day newsletter, HBR offers tips to help you better manage your team—and yourself. Here is a curated selection of our favorite Management Tips on building influence.
Read more on Power and influence or related topics Leadership, Leadership and managing people and Leadership development
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Companies today often use AI to pursue low-value opportunities: adding a new feature that doesn’t truly matter to the customer or giving employees tools that save them time but don’t
Large companies today are abuzz with AI. Leaders have funded pilots, trained their people, upgraded data platforms, and chased the latest models. But when speaking to CFOs about financial impact, the conversation can turn awkward. Firms have invested eagerly in AI, but the returns have been difficult to quantify.
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Your organization has invested heavily in collaboration. Employees communicate through Slack and Microsoft Teams. Knowledge is stored in shared drives. AI assistants retrieve policies, summarize meetings, and answer questions instantly. Internal social platforms make it easier than ever to identify who has expertise across the organization. The assumption behind these investments is simple: Greater connectivity leads to better learning. If employees can reach more people and access more information, they should become more knowledgeable. But that assumption deserves a closer look.
Sometimes the only way to win is by finding the courage to lose. Cold Call presents a special episode from TED’s Fixable podcast. In it, the show’s hosts, Leadership Coach Anne Morriss and Harvard Business School Professor Frances Frei, challenge leaders to “dare to be bad” in order to free up capacity to excel at more important things. They share insight on the power of a strategic “no,” the value of ruthless prioritization, and how Steve Jobs and Apple delivered breakthrough innovation by strategically underperforming. Frances also explains why you can’t always trust your own instincts, and Anne reflects on the lessons she learned in her early days of parenting.
You can listen to more episodes of Fixable wherever you get your podcasts or here.