Harvard Business Review

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At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. We try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We encourage comments, critiques, and questions. We expect our community to be a safe space for respectful, constructive, and thought-provoking discussion. We reserve the right to remove or turn off comments at our discretion. We do not tolerate bullying, name-calling, or abusive language related to identity, including race, gender, ethnicity, religion, sexuality, age, or region; spam; copyright violation; extreme profanity; or p*rnography.

  1. 37分前

    Eurasia Group’s Ian Bremmer: Biggest Threat to World Is Rogue Actors – From Putin to Musk

    Eurasia Group’s Ian Bremmer: Biggest Threat to World Is Rogue Actors – From Putin to Musk 19 Jan 2023 --- When we think about people with incredible control over their institutions and no checks and balances, we often think of classic rogue actors like Russia’s Vladimir Putin. But Ian Bremmer, founder and president of global risk research consultancy Eurasia Group, would also include business leaders like Mark Zuckerberg and Elon Musk. They’re not dictators of countries, but they do control, truly control, immensely powerful global platforms that operate with some level of sovereignty outside the power purview of governments. “And I think that the disruptive implications of that for good and for bad are also unprecedented.” This interview part of a series called “The New World of Work,” which explores how top-tier executives see the future and how their companies are trying to set themselves up for success. Each week, Adi will interview a leader on LinkedIn Live — and then share an inside look at those conversations and solicit questions for future discussions in a newsletter just for HBR subscribers. If you’re a subscriber, you can sign up for the newsletter here: https://hbr.org/my-library/preferences?movetile=newworldofwork. Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review Sign up for Newsletters: https://hbr.org/email-newsletters #HarvardBusinessReview #NewWorldofWork #IanBremmer #EurasiaGroup #Davos #Economics #Disruption Copyright © 2023 Harvard Business School Publishing. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

    41分

  2. 4時間前

    The Case Against Letting Employees Pick WFH Days

    The Case Against Letting Employees Pick WFH Days 13 Sep 2021 --- While some managers may be inclined to let employees choose their own schedule, Stanford economist Nicholas Bloom strongly recommends against this for two very important reasons. 00:00 I used to say, "Let employees pick their WFH days." Not any more. 00:33 The first problem: “Mixed mode” leads to anxiety and exclusion 01:21 Problem two: Disparities create long-term diversity problems 02:35 That leaves us with two options: team-based or centralized choice 02:52 Pros and cons of team-based choice 03:48 Employees must WFH on WFH days to avoid “the great unraveling” 04:09 Yes, my original article on this topic made lots of people upset! 04:50 Let’s do the reverse of “move fast and break things” First is the challenge in managing a hybrid team, which can generate an office in-group and a home out-group. The second concern is the risk to diversity. Current surveys show that younger women with children at home are most likely to want to work from home permanently. Previous research found that WFH employees had a 50% lower rate of promotion after 21 months compared to their office colleagues. The best solution is for managers to decide which days their team should WFH and which days everyone should be in the office. Read more: https://hbr.org/2021/05/dont-let-employees-pick-their-wfh-days Bloom and his research partners spoke to hundreds of managers across different industries, from tiny companies to massive multinationals like Google, Citi, and HSBC. You can see more of their research here: https://wfhresearch.com/ https://nbloom.people.stanford.edu/sites/g/files/sbiybj4746/f/why_wfh_will_stick_21_april_2021.pdf Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review Sign up for Newsletters: https://hbr.org/email-newsletters ​​ #HarvardBusinessReview #WFH #HybridWork Learn more about your ad choices. Visit megaphone.fm/adchoices

    9分
  3. How to Stop Promoting Mediocre Men (Quick Study)

    7時間前

    How to Stop Promoting Mediocre Men (Quick Study)

    How to Stop Promoting Incompetent Men (Quick Study) 12 Mar 2020 --- Are there fewer women in management because we can’t discern between confidence and competence? The popular explanations range from women just aren’t capable of being leaders to women just don’t want to be leaders. According to author Tomas Chamorro-Premuzic however, the absence of women in leadership roles has less to do with women themselves and more to do with how we interpret leadership traits. Confidence – a trait more associated with men – is often misinterpreted as competence. As a result, charismatic, but incompetent men have fewer barriers to reach the top than women. Individuals in positions to promote and hire managers should think more critically about what seems like a leadership trait versus what is an actual leadership trait. They will find that arrogance and overconfidence – the characteristics that get men into management positions – are also the characteristics that cause poor performance. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    5分
  4. Can't Locate Work Post-Job Loss? Here's How to Pivot.

    8時間前

    Can't Locate Work Post-Job Loss? Here's How to Pivot.

    Can't Find a Job Post-Job Loss? Here's How to Pivot. 13 Jun 2025 --- Sometimes, a long gap between jobs might mean it's time to pivot. 🎧 Listen to the full IdeaCast episode here: https://s.hbr.org/44nwKtt Learn more about your ad choices. Visit megaphone.fm/adchoices

    3分

  5. 8時間前

    Think Twice Before Updating Your Brand

    Think Twice Before Updating Your Brand 12 Oct 2022 --- Brands are constantly changing in order to “stay fresh”, but that’s a mistake. Customers stay loyal through habit, not because you've forced something new and unfamiliar on them. Roger Martin, former dean of the Rotman School of Management at the University of Toronto and one of the world’s leading thinkers on strategy, says brands shouldn’t be so quick to throw away their cumulative advantage. 00:00 Customer loyalty–their consciously choosing your brand–is only half the story. 01:00 What is cumulative advantage, and why is it important? 02:14 Just how fragile is this cumulative advantage? 02:45 Example: Tide laundry detergent forfeits its cumulative advantage. 04:54 Instagram redesigns a familiar icon. Why? 06:03 So, should brands never do anything new? For more from Roger Martin on this topic, read, "A New Way to Think: Your Guide to Superior Management Effectiveness": https://www.amazon.com/New-Way-Think-Management-Effectiveness-ebook/dp/B09KHKWB7B Follow Harvard Business Review: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review Sign up for Newsletters: https://hbr.org/email-newsletters #HarvardBusinessReview #Strategy #RogerMartin Copyright © 2022 Harvard Business School Publishing. All rights reserved. #Brands #Branding #Marketing #ReBranding #Business #Explainer #Success #HowTo Learn more about your ad choices. Visit megaphone.fm/adchoices

    11分
  6. How Does a Global Brand Like IKEA Reopen Following the Covid-19 Pandemic?

    9時間前

    How Does a Global Brand Like IKEA Reopen Following the Covid-19 Pandemic?

    How Does a Global Brand Like IKEA Reopen After Covid-19? 10 Jun 2020 --- What does the new normal look like for a brand with hundreds of stores around the world? This video was recorded live on June 9, 2020. Jesper Brodin, CEO of Ingka Group, which oversees IKEA, talks about how the retail behemoth is managing its workforce amid the twin challenges of Covid-19 and mass protests — and what effective global leadership looks like in this moment. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    50分
  7. Office Gossip: Advantages and Pitfalls | The Harvard Business Review Guide

    10時間前

    Office Gossip: Advantages and Pitfalls | The Harvard Business Review Guide

    Gossip at Work: Benefits and Pitfalls | The Harvard Business Review Guide 27 Jun 2024 --- Everyone participates in some form of workplace gossip–and that’s not necessarily a bad thing. Good gossip helps us connect with others and glean information. Done wrong, though, it can damage reputations and ruin relationships. Here’s how to get it right. For more on gossip: https://hbr.org/2013/02/go-ahead-and-gossip https://hbr.org/2010/09/defend-your-research-its-not-unprofessional-to-gossip-at-work https://hbr.org/2018/10/stop-complaining-about-your-colleagues-behind-their-backs 00:00 Not all gossip is created equal 01:20 What is ‘gossip’? 01:58 Gossip as information 03:08 Gossip as reputational information 04:27 Forming connections and establishing norms 06:30 Potential pitfalls 08:27 Avoiding the pitfalls Books, tools, and more: store.hbr.org Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review Sign up for Newsletters: https://hbr.org/email-newsletters #HarvardBusinessReview #YourCareer #Career #Job #Work #Business #Gossip #Harvard #HarvardBusinessSchool Copyright © 2024 Harvard Business School Publishing. All rights reserved. ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    15分
  8. Launching HBR Executive

    11時間前

    Launching HBR Executive

    Introducing HBR Executive 7 Jul 2025 --- It’s never been harder to lead. Economic uncertainty, global tensions, and rapid technological change are making every decision more complex. HBR Executive offers practical tools and proven strategies to help you navigate today’s challenges with clarity and confidence. Learn more at https://s.hbr.org/4kquVBQ Books, tools, and more: store.hbr.org Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review Sign up for Newsletters: https://hbr.org/email-newsletters #HarvardBusinessReview #YourCareer #Career #Job #Work #Business #Harvard #HarvardBusinessSchool Copyright © 2024 Harvard Business School Publishing. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

    3分
すべて見る（380）

番組について

At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. We try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We encourage comments, critiques, and questions. We expect our community to be a safe space for respectful, constructive, and thought-provoking discussion. We reserve the right to remove or turn off comments at our discretion. We do not tolerate bullying, name-calling, or abusive language related to identity, including race, gender, ethnicity, religion, sexuality, age, or region; spam; copyright violation; extreme profanity; or p*rnography.

情報

  • クリエイター
    HBR
  • 配信期間
    26年
  • エピソード
    380

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