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Tag: Strategy

  • How Copycats Can Reveal Your Competitive Advantage

    How Copycats Can Reveal Your Competitive Advantage

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    Imitation is becoming easier and faster as e-commerce, social media, and AI lower the barriers to copying successful products, services, and business practices. While

    The problem of imitation—which ranges from illegal counterfeit to legal products intentionally designed to mimic another—is becoming more urgent for businesses. Recent figures suggest that both its scale and the channels through which it spreads are expanding rapidly. In the United States, customs authorities seized more than 78 million counterfeit goods in fiscal year 2025, more than twice the number seized a year earlier. Its estimated value had risen nearly 40% to more than $7.4 billion. In the EU, the value of counterfeit goods detained reached a record €3.8 billion, while the value intercepted at the EU border alone almost doubled in a year.

  • How AI Is Changing Strategy: Rethinking What Your Business Is Designed to Do

    How AI Is Changing Strategy: Rethinking What Your Business Is Designed to Do

    October 08, 2026

    AI is advancing so quickly that companies can’t afford to treat it as simply another productivity tool; it is fundamentally reshaping strategy. In this final episode of our special four-part series on how AI is changing leadership, Wharton professor and AI expert Ethan Mollick explains why leaders need to rethink what their organizations are designed to do—and how work gets done. He discusses how AI agents are changing the role of managers, why companies need to experiment rather than wait for proven playbooks, and how leaders can create competitive advantage when everyone has access to the same frontier models. Mollick is author of the forthcoming book Co-Existence: The Next Phase of AI.

    Plus:

    • Why AI-driven productivity gains can disappear if companies don’t change their processes and incentives
    • The four capabilities that will become increasingly valuable: deep knowledge, wide knowledge, taste, and agency
    • Why companies should build for what AI will be capable of, not just what it can do today

    In case you missed it, you can find the rest of our AI series below.

    How AI Is Changing Innovation: Why Speed Alone Isn’t a Strategy

    How AI Is Changing Communication: Weighing Efficiency with Efficacy

    How AI Is Changing Talent, Not Just Tasks: Rethinking Where Human Judgment Matters Most

  • AI Is Making Verification the Bottleneck for Companies

    AI Is Making Verification the Bottleneck for Companies

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    Hierarchy does more than route information; it also verifies: deciding what information means, what deserves the firm’s attention, which outputs can be trusted, and which are worth

    Somewhere in your company today, an expert rejected a perfectly plausible answer. A controller caught a revenue figure that counted deferred bookings. A security engineer blocked a release that passed every test but would have handed an AI agent write access to the production database. That override, escalation, or reversal is the most valuable data your firm produces. If you record enough of those moments and use them, alongside everything else your firm knows and measures, to train an AI model that learns from each correction, you could, in theory, eliminate the need for managers to route information and coordinate action. In doing so, execution gets turbocharged by automation. You might even be able to eliminate hierarchy altogether.

  • Considering the Future of the BBC and Its Funding Model

    Considering the Future of the BBC and Its Funding Model

    September 29, 2026

    With viewership of the British Broadcasting Company (BBC) in decline, the country’s Culture Minister must recommend a new funding model for the venerated public institution which will allow the broadcaster to succeed in an increasingly competitive media environment.

    Harvard Business School senior lecturer Henry McGee and host Brian Kenny discuss the case, “The Future of the BBC: Public Ownership vs. Privatization,” and the different structures an institution like the BBC could have in order to operate in a financially sound and culturally impactful way.

  • Building a Competitive Advantage in the Healthcare AI Market

    Building a Competitive Advantage in the Healthcare AI Market

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    Pepino de Mar Studio/Stocksy

    Summary.   

    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.

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

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    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.

  • Closing the Gap Between AI Investment and Financial Return

    Closing the Gap Between AI Investment and Financial Return

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    Summary.   

    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.

  • Equity Can Motivate Frontline Employees—If They See Their Impact on the Bottom Line

    Equity Can Motivate Frontline Employees—If They See Their Impact on the Bottom Line

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    Summary.   

    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.