Harvard Business Review

Harvard Business Review (HBR) is a management magazine released by Harvard Business Publishing, which is entirely owned by Harvard University. The magazine is issued six times a year and is based in Watertown, Massachusetts.

National, Trade/B2B

English

Magazine

Outlet metrics

Domain Authority

Ranking

Global

#15967

United States

#6750

Reference Materials/Dictionaries and Encyclopedias

#29

Traffic sources

Monthly visitors

Articles

Winning the Right Customers Isn't Just a Sales Issue

1 week ago | hbr.org | Scott Edinger

By Does your organization sell what you want, to whom you want, the way you want? Or do you have too many instances of selling whatever you can, to whomever you can, however you can? If your strategy is built on winning in specific target markets with solutions you've invested in to drive high-margin growth, the latter approach undermines that focus.
In Uncertain Times, Ask These Questions Before You Make a Decision

2 weeks ago | hbr.org | Cheryl Strauss Einhorn

By Amid geopolitical instability, climate shocks, AI disruption, and more, today's leaders aren't navigating the occasional crisis-they're operating in a state of perma-crisis. is the founder and CEO of Decisive, a decision sciences company using her AREA Method decision-making system for individuals, companies, and nonprofits looking to solve complex problems. Decisive offers digital tools and in-person training, workshops, coaching and consulting.
What's the Future of Middle Management?

2 weeks ago | hbr.org | Vasundhara Sawhney
Executive Teams Are Losing Stakeholders' Confidence. Here's How to Get It Back.

2 weeks ago | hbr.org | Ron Carucci

By Recent research reveals a sharp decline in people's confidence in their executive teams' capacity to execute, align, and endure the volatility of economic, geopolitical, and technological disruptions. These views hold true across organizations: Everyone from boards to the C-suite to employees believe their leadership teams are unable to withstand the demands of conflicting constituents and put the interests of the enterprise above their own.
What Salespeople Need from Leaders-at Each Stage of Their Careers

3 weeks ago | hbr.org | Sally E. Lorimer

By Sales organizations have traditionally focused on three key dimensions when personalizing their talent management approach: competencies (what skills and knowledge people have), motivation (what drives them), and results (what they achieve). Arun Shastri is a leader of the artificial intelligence practice at ZS, a global professional-services firm, and teaches sales executives at Northwestern's Kellogg School of Management.
Setting a Pricing Strategy Amid Ever-Changing Tariffs

3 weeks ago | hbr.org | Rafi Mohammed
How to Tell Your Boss They're Wrong-Tactfully

4 weeks ago | hbr.org | Rebecca Knight

Your boss is set on a strategy that sounds great in theory, but which you're sure will be a logistical nightmare. Or maybe you're in a team meeting, and everyone is nodding along to your boss's idea that you believe will crash and burn. Speaking up in these moments takes finesse and nerve. How do you voice your concerns to your boss without being confrontational? Should you ask questions or make a direct case? And how do you frame your point so it lands without straining your relationship?
Want to Use AI as a Career Coach? Use These Prompts.

1 month ago | hbr.org | Tomas Chamorro-Premuzic

Whether you're a recent graduate, a mid-career professional seeking a change, or an executive looking to enhance leadership skills, a career coach can be an invaluable resource. A 2021 Harris Poll survey of 1,535 adults showed that while only 12% of working adults were currently utilizing a career counselor, nearly two-thirds agreed that it would be helpful to talk to a professional regarding future career moves.
Get Clearer, More Actionable Feedback

1 month ago | hbr.org | Melody Wilding

By Have you ever been on the receiving end of vague feedback? Maybe your manager has said that " you need to be more strategic." Or perhaps they've mentioned that they want to see you "deepen your knowledge of the business" or that they wish your direct report was more of a "team player." On the one hand, you may appreciate hearing their take, but on the other hand, you might feel frustrated that their guidance isn't actionable or clear.
Understanding the Global Macroeconomic Impacts of Trump's Tariffs

1 month ago | hbr.org | Martin Reeves

By On April 2, President Trump followed through on campaign promises to steeply hike tariffs on U.S. trading partners, taking the average effective tariff rate to around 23%, a near 10-fold increase of the rate last year. As sharp and severe selloffs in financial markets underline the global scope and radical uncertainty of this move, executives are racing to build an understanding of the global economic impact.