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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.
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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.
In this week’s The Insider newsletter, managing editor Gretchen Gavett explores a common problem for leaders: your team is overloaded, but you can’t take on the extra work yourself.
Sometimes there’s just too much to do. In our Insider Insights surveys over the past year, HBR subscribers have consistently reported a common pain point: The sheer volume of work you and your teams are juggling. Whether the cause is AI, layoffs, a budget crisis, all of the above—or something else entirely—everything can feel futile when it’s impossible to make progress.
Read more on Collaboration and teams or related topics Teams, Leading teams, Digital transformation, Talent management, Employee retention, Management, AI and machine learning and Generative AI
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Employee ownership can motivate frontline workers—but only when companies make the connection between daily behavior and financial value clear. In a new study, researchers found that
This article was produced by Harvard Business School Working Knowledge and features the insights of faculty members Ethan Rouen and Ashley V. Whillans.