Harvard Business Review

2 weeks ago | hbr.org | Elizabeth Saunders

By On paper, Sean was doing well. Early on in his career, he had put in an immense amount of effort into his work and advanced to the level of firm partner. Now as one of the top leaders in his organization, he had more freedom to set his hours and had chosen to use that flexibility for his wife and children.

3 weeks ago | hbr.org | Adi Ignatius

3 weeks ago | hbr.org | Vivian Lee

By As companies' environmental and social initiatives face increasing political pushback and legal threats, sustainability leaders have a difficult communications choice to make: stay quiet or speak up. It's easy to see why a growing number of organizations are choosing the former and intentionally under-communicating their sustainability efforts-or shutting down communications altogether.

1 month 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 month 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.