Harvard Business Review

1 day ago | hbr.org | Adi Ignatius

1 week ago | hbr.org | Thomas C. Redman

By A company's content lies largely in "unstructured data"-those emails, contracts, forms, Sharepoint files, recordings of meetings and so forth created via work processes. That proprietary content makes gen AI more distinctive, more knowledgeable about your products and services, less likely to hallucinate, and more likely to bring economic value. As a chief data officer we interviewed pointed out, "You're unlikely to get much return on your investment by simply installing CoPilot."Thomas H.

1 week ago | hbr.org | Lloyd Minor

By Imagine it's the middle of the night, and your child is seriously ill. You rush to the hospital, bracing for mountains of paperwork, long waits, and an overburdened staff. Instead, you meet a clinician who knows your child's medical history in precise detail. Within minutes, a specialist team evaluates your child and prescribes a personalized treatment plan tailored to her genetics and thousands of similar cases. No guesswork. No redundant testing. The diagnosis is clear, as is the path forward.

1 week ago | hbr.org | Rebecca Knight

By Your employees are reeling from the recent company shakeup, and the wobbly economy only adds to their unease. Now you need to bring people together for an all-hands meeting to explain the decisions and what comes next. There's a lot to cover; none of it feels easy. What's the best way to keep the meeting productive? How can you speak honestly about what's hard without letting it define the conversation? And what can you do as a leader to inspire confidence in your team in the coming weeks?

2 weeks ago | hbr.org | Melody Wilding

By Delegating to your direct reports is simple. They report to you, so when you assign work, they know it's part of their job. But with peers, it's trickier. Take what happened to Preston, who had recently stepped into a VP role leading Customer Experience. His first major initiative involved rejiggering workflows across Sales, Support, and Product-all overseen by fellow VPs with aggressive quarterly targets of their own. "I used to just tell my team what to do," he told me.