As firms increasingly incentivize employees to build and oversee complex teams of agents—for example, by measuring and rewarding token consumption as a proxy for performance—people are finding ...
The broadening conflict in the Middle East means executives are redrawing their risk assessments. In this issue of the HBR ...
Companies are facing intensifying pressure to take public stands on divisive political issues—but the strongest forces aren’t ...
Many leaders believe candid negative feedback improves performance, but when criticism feels belittling or humiliating, it ...
The dissonance is striking: 68% of leaders and employees surveyed in Slalom’s 2026 AI Research Report say they can keep pace ...
AI adoption stalls not because of weak tools or insufficient training, but because learning remains invisible. Generative AI ...
Corporate leaders often look to AI for breakthrough innovations, but a faster and more reliable payoff lies in using it to ...
Senior leaders often decide how fully to engage in meetings based on whether a topic sounds interesting—and multitasking or ...
As cloud adoption and digital transformation reshaped the past decade, the Age of Intelligence is now ushering in the next ...
Historically, the CEO’s role has been to guide their employees through challenging shared experiences. But today, times have ...
On the face of it, the data required for artificial intelligence (AI) can be analogized to oil. Both raw materials are ...
Gen AI is delivering real productivity gains, but across industries, those gains are being competed away, eroding margins rather than expanding them. An analysis of 800 public companies finds no link ...
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