Find new ideas and classic advice on strategy, innovation and leadership, for global leaders from the world's best business and management experts.

CMOs are under intense pressure to increase revenue and improve efficiency. The problem is that many of their traditional ...

The overwhelming majority of generative AI programs have so far failed to deliver significant business returns. Research ...

A better way to drive growth and profitability by Scott Magids, Alan Zorfas and Daniel Leemon When companies connect with customers’ emotions, the payoff can be huge. Consider these examples: After a ...

IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership. by Daniel Goleman Every businessperson knows a story about a highly intelligent, highly skilled ...

The two most important days in your life are the day you are born and the day you find out why. —Mark Twain Scott A. Snook Scott Snook is currently an Associate Professor of Organizational Behavior at ...

An executive’s guide on developing the talent who will secure your company’s success. by Rachel DuRose When Target announced in August 2025 that COO Michael Fiddelke would assume the company’s top ...

The advice show for workplace dilemmas. We take your questions and offer a better way forward. Dan McGinn is a senior editor at Harvard Business Review. He is the author of Psyched Up: How the Science ...

We were recently invited to a workshop on AI strategy, led by the company’s head of AI—let’s call him Marc. The session brought together members of the organization’s internal AI community to discuss ...

An obsession with the numbers can sink your strategy. by Michael Harris and Bill Tayler Tying performance metrics to strategy has become an accepted best practice over the past few decades. Strategy ...

Management knows it and so does Wall Street: The year-to-year viability of a company depends on its ability to innovate. Given today’s market expectations, global competitive pressures, and the extent ...

Twenty years after the introduction of the theory, we revisit what it does—and doesn’t—explain. by Clayton M. Christensen, Michael E. Raynor and Rory McDonald Please enjoy this HBR Classic. Clayton M.