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  • Designing Experiences That Drive Results

    Designing Experiences That Drive Results

    HBR Executive delivers trusted insights and actionable strategies to guide leaders through consequential decisions. Practical tools, and forward-looking perspectives cut through the noise to equip you to navigate uncertainty, stay ahead of emerging trends, and plan for a stable future.

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  • How Japan’s Oldest Companies Navigate Uncertainty

    How Japan’s Oldest Companies Navigate Uncertainty

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    In the period from 1994 to 2024, Japan’s family businesses matched or exceeded the returns of peers in the United States, Germany, and Canada while taking on far less risk. Their advantage

    In 1945, an air raid destroyed the main Tokyo factory of Toraya, a leading Japanese confectioner since the 16th century. Despite the ongoing world war, the company began rebuilding almost immediately; later, even when sugar became scarce and Japan’s future uncertain, it kept operating, experimenting, pressing on. The logic was simple: Toraya existed to make sweets and would continue to do so no matter what was happening around it. Today, with three factories and some 80 stores across Japan as well as a boutique in Paris, it still does.

  • The Store Isn’t Dead—but the Merchant Model Is

    The Store Isn’t Dead—but the Merchant Model Is

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    The decline of many retailers reflects not the death of the physical store but the failure of the traditional merchant model, which requires retailers to forecast demand, own inventory, and absorb

    Walk through a department store at the end of a season and the signs tell a familiar story: 40% off! 60% off! Clearance! Retailers often treat these markdowns as a tactical problem, the result of the wrong product, the wrong promotion, or bad weather effects. But they are better understood as confessions. They reveal the downsides of the traditional retailing model. The retailer acted as a merchant, committed to inventory before demand was known, absorbed the risk of being wrong, and then paid for that error in margin erosion and brand equity dilution. Under this merchant model, retailers routinely take on more risk than they can handle.

  • You Need to Understand Your Employees’ Caregiving Responsibilities

    You Need to Understand Your Employees’ Caregiving Responsibilities

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    Employees regularly balance work with caregiving responsibilities, whether it is child care, eldercare, or caring for another family member. Yet many organizations lack visibility into who their

    Most of us are caregivers. Seventy-three percent of all U.S. employees, and 71% of employees globally, identify as caregivers with responsibilities to look after children, aging parents, or other family members. Fifty-four percent of employees in their 40s identify as sandwiched caregivers, providing for the needs of parents aged 65 and older while also raising children or providing for a young adult child 18 years and older.

  • How McDonald’s Is Adapting to a Changing Economy

    How McDonald’s Is Adapting to a Changing Economy

    HBR Executive delivers trusted insights and actionable strategies to guide leaders through consequential decisions. Practical tools, and forward-looking perspectives cut through the noise to equip you to navigate uncertainty, stay ahead of emerging trends, and plan for a stable future.

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      Concrete strategies, tactics, and solutions to real challenges from your peers and other experts. Published every 2 weeks. All Playbooks (Opens a new page)

    • Masterclasses
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      A weekly newsletter of timely insights that interpret today’s business climate and help you chart a path to what’s next. All Agenda (Opens a new page)

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  • AI Transformation Requires Redesigning Work, Not Cutting Roles

    AI Transformation Requires Redesigning Work, Not Cutting Roles

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    AI is beginning to reshape workforce decisions, but many companies are moving faster than the evidence warrants. Early AI-driven layoffs have often failed to deliver expected returns, exposed gaps

    Precisely how AI will impact the workforce in the short to medium term is unclear. Many layoff announcements are better understood as AI-washing: ordinary restructuring initiatives packaged in AI language to reassure investors that leaders have a grip on the coming technological change. Goldman Sachs estimates that AI reduced monthly U.S. payroll growth by only around 16,000 jobs over the past year, adding roughly 0.1 percentage points to the unemployment rate—a drag that includes slowed hiring as well as outright job elimination. These numbers may well increase, but for now, we are much earlier in the process than the prevailing narrative suggests.