AI is advancing so quickly that companies can’t afford to treat it as simply another productivity tool; it is fundamentally reshaping strategy. In this final episode of our special four-part series on how AI is changing leadership, Wharton professor and AI expert Ethan Mollick explains why leaders need to rethink what their organizations are designed to do—and how work gets done. He discusses how

Optimism isn’t about ignoring problems or pretending everything will work out. It’s about acknowledging challenges while believing that your actions can still make a difference. Psychologist and researcher Michelle Gielan says leaders can cultivate that mindset in themselves and their teams and argues that, when they do, it creates a powerful performance advantage. Drawing on an 11-year dataset of

AI is making it faster and cheaper than ever to turn ideas into prototypes, products, and businesses—but that abundance creates new challenges for leaders. In episode 3 of a special four-part series on how AI is changing leadership, we look at the ways industry leaders are using AI to truly gain a competitive edge and innovate for the future. Cisco Chief Product Officer Jeetu Patel explains how AI

How do you know when to trust your previous experience in a transformation environment, and how do you know when to listen, observe, and adapt? Ron Johnson helped create the Apple Store and transform Target into a design-forward retailer. But when he brought his approach to JCPenney, his transformation failed. He explains why leaders shouldn’t rely too heavily on data when they’re trying to create

AI is rapidly changing how top leaders communicate with employees, customers, boards, and each other. In episode 2 of a special four-part series on how AI is changing leadership, we explore how executives can use AI to improve communication without outsourcing the thinking, judgment, and empathy that make it effective. Stanford professor Matt Abrahams and Zapier CEO Wade Foster discuss how leaders

Becoming CEO can look like the culmination of a career. But the skills that help someone rise to the top job aren’t necessarily the ones that make them successful once they get there. Nitin Nohria, former dean of Harvard Business School, has spent three decades studying CEOs and working with new leaders as they adjust to the demands of the role. He says one of the biggest surprises for new CEOs is

The decisions leaders must make about AI today go far beyond what platforms to invest in: AI is changing organizational culture and leadership for good. In episode 1 of a special four-part series on how AI is changing leadership, we look at how the technology is changing how people interact at work, the new culture it is creating, and how leaders can get smart about talent management and strategy

When the future feels increasingly out of our control, how can leaders and organizations make progress? University of Pennsylvania psychologist Martin Seligman, a pioneer in the study of optimism, resilience, and human flourishing, argues that the answer is agency: the belief that we can influence outcomes and create positive change. He defines agency as a combination of three capabilities: effica

When a company is small, maintaining a strong culture can feel relatively easy. But as organizations grow, layers of management, geographic distance, and pressure for efficiency can make it much harder to preserve what made the company special in the first place. Restaurateur Danny Meyer has spent decades figuring out how to do just that. He founded Union Square Cafe and built Union Square Hospita

How much does a leader actually matter to an organization’s success? We tend to credit CEOs, founders, and other powerful figures with shaping the institutions they lead, but historian Jared Diamond argues that we often underestimate the role of timing, circumstance, industry, and plain luck. Diamond explains his “Hamlet test,” which asks whether someone else could have achieved the same outcome o

In today’s increasingly decentralized workplaces, leaders often need to get things done without having direct authority over the people they depend on. So how can you influence colleagues, clients, vendors, and even senior executives without simply telling them what to do? Pamela Meyer, founder and CEO of Calibrate, says the answer is learning to read the room—and understanding the informal networ

People are living longer, healthier lives than ever before. But many of our assumptions about executive careers—from climbing the corporate ladder to retiring at 65—haven’t caught up. London Business School professor Lynda Gratton says we need a new way of thinking about work and life, and argues that traditional career paths are giving way to more flexible, multi-stage journeys that require great

Companies often build products for wealthy markets first and then try to adapt them for the rest of the world. But according to Dartmouth Tuck professor Vijay Govindarajan and MIT professor Amos Winter, designing for the toughest constraints first—whether that’s affordability, portability, or limited infrastructure—can lead to products that perform better everywhere. They explain how leaders can i

In an era of constant disruption, successful turnarounds require more than a new strategy—they demand a new culture. Dan Schulman, former CEO of PayPal, came out of retirement to tackle the challenge of taking over the helm of Verizon as it entered the AI age. He explains how they needed to put customers—not engineering—at the center of the business, how he reshaped company culture, and what it re

What does it take to be a successful entrepreneur in today’s uncertain world? How do you balance risk, decision-making, and curiosity? We’re sharing an episode from The Founder Mindset with Reza Satchu, the new podcast from Harvard Business School Foundry about what it truly takes to be a founder now. Hosted by Harvard Business School senior lecturer Reza Satchu, the show features intimate convers

To compete in business anywhere today, leaders at all levels need to learn about the culture and mindset that sets Chinese businesses apart. Stanford research fellow Dan Wang argues that they’ve built an edge that goes well beyond lower labor costs or government subsidies. He explains how dense manufacturing ecosystems, relentless internal competition, deep process knowledge, and an engineering-fi

Most leaders are asking the same question about AI: Will it make their teams more productive—or slowly erode the very skills they’re trying to build? In this special episode, as part of the recent HBR Leadership Summit 2026, University of Pennsylvania’s Angela Duckworth says her long-standing research on grit—and the fact the most successful people aren’t simply persistent, they stay committed to

What if the key to success in today’s business world wasn’t about making difficult decisions quickly—but about broadening the scope through which you make decisions? Leaders Alliance CEO Cornelia Choe and executive coach Marshall Goldsmith argue that being open to more perspectives can help leaders navigate an increasingly complicated world and lead better. They share their framework for this mind

How do you reinvigorate a legacy company without losing what made it great? In this special episode, as part of the recent HBR Leadership Summit 2026, AT&T CEO John Stankey shares how he refocused AT&T’s strategy on connectivity and simultaneously transformed its culture. He explains how he encouraged team members to adopt a more customer-led, market-driven mindset, integrate AI to reshape their p

What does it take to succeed in an enterprise-level leadership role today? Michael Watkins, professor at IMD and author of the book The First 90 Days, says that the leap from functional or business line manager to a more senior position is tricker than ever owing to three factors: AI, geopolitical complexity, and compressed leadership pipelines. He explains what that means for executives aspiring