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Tag: Leadership vision

  • Bob Iger on Power, Succession, and Leading Disney Through Upheaval

    Harvard Business Review Logo

    Summary.   

    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.

  • What New CEOs Get Wrong About the Job

    What New CEOs Get Wrong About the Job

    September 22, 2026

    Becoming CEO can look like the culmination of a career. But the skills that help someone rise to the top job aren’t necessarily the ones that make them successful once they get there. Nitin Nohria, former dean of Harvard Business School, has spent three decades studying CEOs and working with new leaders as they adjust to the demands of the role. He says one of the biggest surprises for new CEOs is realizing that they can’t—and shouldn’t—run the company themselves. Instead, their job is to create the conditions for their leadership team to run it well. He also explains how CEOs can stay connected to their organizations, build the right leadership team, manage their boards, focus their time, and decide which emerging issues—including AI—actually deserve their attention. Nohria is author of The CEO: The Role, the Reality, the Responsibility.

  • When Is It Time to Step Down?

    When Is It Time to Step Down?

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  • Will Your Organization Stand By Its Values—Even When It’s Hard?

    Will Your Organization Stand By Its Values—Even When It’s Hard?

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    Organizational values often emphasize what companies stand for, but their real power may lie in defining what they refuse to do,

    Thirty years ago, Ralph Larsen, then the CEO of Johnson & Johnson, was interviewed by Jim Collins and Jerry Porras, who quoted him in their 1996 HBR article, “Building Your Company’s Vision,” which would become the defining playbook on organizational values. “The core values embodied in our credo might be a competitive advantage,” Larsen said, “but that is not why we have them. We have them because they define for us what we stand for, and we would hold them even if they became a competitive disadvantage in certain situations.”

  • Are Great Leaders Truly Great—or Just Lucky?

    Are Great Leaders Truly Great—or Just Lucky?

    September 01, 2026

    How much does a leader actually matter to an organization’s success? We tend to credit CEOs, founders, and other powerful figures with shaping the institutions they lead, but historian Jared Diamond argues that we often underestimate the role of timing, circumstance, industry, and plain luck. Diamond explains his “Hamlet test,” which asks whether someone else could have achieved the same outcome or whether the leader was uniquely qualified to do it, and how it applies to many business leaders. He also explains why some leaders are able to seize a fleeting moment of opportunity, why founders can have an outsized influence on institutions, and why boards may overestimate the impact of replacing a struggling CEO. Diamond is author of Prophets, Profits, Coaches, and Kings: (When) Do Leaders Matter?

  • 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.