<?xml version="1.0" encoding="UTF-8" standalone="yes"?><feed xmlns="http://www.w3.org/2005/Atom" xmlns:avm="http://hbr.org/avm-directory-listing" xmlns:generic-image-map="http://hbr.org/generic-product-image-mapping" xmlns:hbr="http://hbr.org/page-flow-registry" xmlns:ns5="http://hbr.org/2014/HbrAtom" xmlns:page-metadata="http://hbr.org/page-metadata"><subtitle>Practical insights, tools and resources from leading business thought leaders.</subtitle><title>HBR.org</title><id>tag:blogs.harvardbusiness.org,2007-03-31:0.global-incremental</id><link href="http://hbr.org" rel="alternate" type="text/html"/><link href="site.hostname/resources/xml/atom/latest-abridged.xml" rel="self" type="application/atom+xml"/><updated>2026-06-11T15:23:00Z</updated><entry><title>How to Actually Finish What You Need to Get Done</title><id>tag:audio.hbr.org,2018-01-01:999.430460</id><link href="https://hbr.org/podcast/2026/06/how-to-actually-finish-what-you-need-to-get-done" rel="alternate" type="text/html"/><updated>2026-06-11T15:23:00Z</updated><published>2026-06-11T14:53:04Z</published><summary type="html"><![CDATA[<p>A conversation with entrepreneur Marc Zao-Sanders on how timeboxing can help you focus on what matters.</p>
]]></summary><feature-image-title>wide-hbr-on-leadership-24</feature-image-title><category label="Leadership" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership"/><category label="Leading teams" scheme="http://hbr.org/categorization/hbp-subject" term="Leading teams"/><category label="Managing yourself" scheme="http://hbr.org/categorization/hbp-subject" term="Managing yourself"/><category label="Time management" scheme="http://hbr.org/categorization/hbp-subject" term="Time management"/><category label="Stress management" scheme="http://hbr.org/categorization/hbp-subject" term="Stress management"/><category label="Personal productivity" scheme="http://hbr.org/categorization/hbp-subject" term="Personal productivity"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry><entry><title>For Hope to Inspire, It Has to Be Grounded in Organizational Reality</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429087</id><link href="https://hbr.org/2026/06/for-hope-to-inspire-it-has-to-be-grounded-in-organizational-reality" rel="alternate" type="text/html"/><updated>2026-06-11T14:00:00Z</updated><published>2026-06-11T12:25:21Z</published><summary type="html"><![CDATA[<p>A guide for leaders.</p>
]]></summary><author><name>Alyson Meister</name><uri>https://hbr.org/resources/images/article_assets/2018/11/110-alyson-meister.jpg</uri></author><author><name>Nele Dael</name></author><author><name>David Bach</name></author><category label="Leadership vision" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership vision"/><category label="Teams" scheme="http://hbr.org/categorization/hbp-subject" term="Teams"/><category label="Internal communication" scheme="http://hbr.org/categorization/hbp-subject" term="Internal communication"/><category label="Leading teams" scheme="http://hbr.org/categorization/hbp-subject" term="Leading teams"/><category label="Employee engagement" scheme="http://hbr.org/categorization/hbp-subject" term="Employee engagement"/><category label="Leadership" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership"/><category label="Leadership qualities" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership qualities"/><category label="Leadership styles" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership styles"/><category label="Power and influence" scheme="http://hbr.org/categorization/hbp-subject" term="Power and influence"/><category label="Motivating people" scheme="http://hbr.org/categorization/hbp-subject" term="Motivating people"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>How Do You Market to an AI Customer?</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.426723</id><link href="https://hbr.org/2026/06/how-do-you-market-to-an-ai-customer" rel="alternate" type="text/html"/><updated>2026-06-11T13:00:00Z</updated><published>2026-06-11T12:15:58Z</published><summary type="html"><![CDATA[<p>Your company needs to understand what the technology rewards, ignores, and trusts.</p>
]]></summary><author><name>Kartik Hosanagar</name></author><category label="AI and machine learning" scheme="http://hbr.org/categorization/hbp-subject" term="AI and machine learning"/><category label="Automation" scheme="http://hbr.org/categorization/hbp-subject" term="Automation"/><category label="Customer strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Customer strategy"/><category label="Consumer behavior" scheme="http://hbr.org/categorization/hbp-subject" term="Consumer behavior"/><category label="Marketing" scheme="http://hbr.org/categorization/hbp-subject" term="Marketing"/><category label="Brand management" scheme="http://hbr.org/categorization/hbp-subject" term="Brand management"/><category label="Digital transformation" scheme="http://hbr.org/categorization/hbp-subject" term="Digital transformation"/><category label="Customer experience" scheme="http://hbr.org/categorization/hbp-subject" term="Customer experience"/><category label="Disruptive innovation" scheme="http://hbr.org/categorization/hbp-subject" term="Disruptive innovation"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Where Does China Fit in Your Company’s Innovation Strategy?</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.428503</id><link href="https://hbr.org/2026/06/where-does-china-fit-in-your-companys-innovation-strategy" rel="alternate" type="text/html"/><updated>2026-06-10T14:00:00Z</updated><published>2026-06-10T12:25:23Z</published><summary type="html"><![CDATA[<p>How multinationals can leverage China&#8217;s innovation ecosystem to fuel R&#38;D efforts and mitigate risks.</p>
]]></summary><author><name>Jing Qian</name></author><author><name>Lizzi C. Lee</name><uri>https://hbr.org/resources/images/article_assets/2024/09/110-lizzi-c-lee.jpg</uri></author><category label="Global strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Global strategy"/><category label="Innovation" scheme="http://hbr.org/categorization/hbp-subject" term="Innovation"/><category label="R&amp;D" scheme="http://hbr.org/categorization/hbp-subject" term="R&amp;D"/><category label="Corporate strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Corporate strategy"/><category label="International business" scheme="http://hbr.org/categorization/hbp-subject" term="International business"/><category label="Talent management" scheme="http://hbr.org/categorization/hbp-subject" term="Talent management"/><category label="Government policy and regulation" scheme="http://hbr.org/categorization/hbp-subject" term="Government policy and regulation"/><category label="Asia" scheme="http://hbr.org/categorization/hbp-geography" term="Asia"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Why Employees Aren’t Transparent About Their AI Usage</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429893</id><link href="https://hbr.org/2026/06/why-employees-arent-transparent-about-their-ai-usage" rel="alternate" type="text/html"/><updated>2026-06-10T13:00:00Z</updated><published>2026-06-10T12:15:17Z</published><summary type="html"><![CDATA[<p>Research finds that companies won&#8217;t benefit from AI gains until they create a culture of trust.</p>
]]></summary><author><name>Eric Anicich</name><uri>https://hbr.org/resources/images/article_assets/2016/02/110-eric-anicich-1.jpg</uri></author><author><name>Jeslyn Brouwers</name><uri>https://hbr.org/resources/images/article_assets/2026/05/110-jeslyn-brouwer.jpg</uri></author><category label="AI and machine learning" scheme="http://hbr.org/categorization/hbp-subject" term="AI and machine learning"/><category label="Generative AI" scheme="http://hbr.org/categorization/hbp-subject" term="Generative AI"/><category label="Technology and analytics" scheme="http://hbr.org/categorization/hbp-subject" term="Technology and analytics"/><category label="Trustworthiness" scheme="http://hbr.org/categorization/hbp-subject" term="Trustworthiness"/><category label="Organizational culture" scheme="http://hbr.org/categorization/hbp-subject" term="Organizational culture"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>What Brands Get Wrong About Sports Sponsorships—and How to Get Them Right</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.430067</id><link href="https://hbr.org/2026/06/what-brands-get-wrong-about-sports-sponsorships-and-how-to-get-them-right" rel="alternate" type="text/html"/><updated>2026-06-10T12:05:42Z</updated><published>2026-06-10T12:05:42Z</published><summary type="html"><![CDATA[<p>The most successful companies prioritize impact over impressions.</p>
]]></summary><author><name>T. Bettina Cornwell</name></author><category label="Brand management" scheme="http://hbr.org/categorization/hbp-subject" term="Brand management"/><category label="Marketing" scheme="http://hbr.org/categorization/hbp-subject" term="Marketing"/><category label="Advertising" scheme="http://hbr.org/categorization/hbp-subject" term="Advertising"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>New Data on How We’re Really Using AI</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.430264</id><link href="https://hbr.org/2026/06/new-data-on-how-were-really-using-ai" rel="alternate" type="text/html"/><updated>2026-06-09T14:00:00Z</updated><published>2026-06-09T12:25:03Z</published><summary type="html"><![CDATA[<p>In the June 8, 2026, edition of <em>The Insider</em>, managing editor Gretchen Gavett highlights the third installment of annual research on how people are really using AI.</p>
]]></summary><author><name>Gretchen Gavett</name><uri>https://hbr.org/resources/images/article_assets/2013/09/110-Gretchen_Gavett.jpg</uri></author><feature-image-title>Newsletter_TheInsider_feature</feature-image-title><category label="AI and machine learning" scheme="http://hbr.org/categorization/hbp-subject" term="AI and machine learning"/><category label="Generative AI" scheme="http://hbr.org/categorization/hbp-subject" term="Generative AI"/><category label="Technology and analytics" scheme="http://hbr.org/categorization/hbp-subject" term="Technology and analytics"/><category label="Organizational culture" scheme="http://hbr.org/categorization/hbp-subject" term="Organizational culture"/><category label="Organizational decision making" scheme="http://hbr.org/categorization/hbp-subject" term="Organizational decision making"/><category label="Behavioral economics" scheme="http://hbr.org/categorization/hbp-subject" term="Behavioral economics"/><category label="Managerial behavior" scheme="http://hbr.org/categorization/hbp-subject" term="Managerial behavior"/><category label="Behavioral science" scheme="http://hbr.org/categorization/hbp-subject" term="Behavioral science"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>3 Ways to Rethink Your Build-or-Buy Strategy</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429648</id><link href="https://hbr.org/2026/06/3-ways-to-rethink-your-build-or-buy-strategy" rel="alternate" type="text/html"/><updated>2026-06-09T13:00:00Z</updated><published>2026-06-09T12:15:03Z</published><summary type="html"><![CDATA[<p>Some capabilities need to be owned, while others can be acquired. The best leaders know how to make that distinction.</p>
]]></summary><author><name>Anup Srivastava</name><uri>https://hbr.org/resources/images/article_assets/2018/02/110-Anup-Srivastava.jpg</uri></author><author><name>Chandrani Chatterjee</name><uri>https://hbr.org/resources/images/article_assets/2024/01/110-chandrani-chatterjee.jpg</uri></author><author><name>Jonathan Tanone</name><uri>https://hbr.org/resources/images/article_assets/2026/05/110-jonathan-tanone.jpg</uri></author><category label="Technology and analytics" scheme="http://hbr.org/categorization/hbp-subject" term="Technology and analytics"/><category label="AI and machine learning" scheme="http://hbr.org/categorization/hbp-subject" term="AI and machine learning"/><category label="Mergers and acquisitions" scheme="http://hbr.org/categorization/hbp-subject" term="Mergers and acquisitions"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>The Founder Mindset: Tim Ferriss on Experiments, Risk, and Freedom</title><id>tag:audio.hbr.org,2018-01-01:999.430310</id><link href="https://hbr.org/podcast/2026/06/the-founder-mindset-tim-ferriss-on-experiments-risk-and-freedom" rel="alternate" type="text/html"/><updated>2026-06-09T12:29:54Z</updated><published>2026-06-09T10:15:13Z</published><summary type="html"><![CDATA[<p>Tim Ferriss shows that entrepreneurial edge doesn&#8217;t come from learning; it comes from learning faster than the competition.</p>
]]></summary><feature-image-title>wide-cold-call-25</feature-image-title><category label="Strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Strategy"/><category label="Entrepreneurship" scheme="http://hbr.org/categorization/hbp-subject" term="Entrepreneurship"/><category label="Entrepreneurs and founders" scheme="http://hbr.org/categorization/hbp-subject" term="Entrepreneurs and founders"/><category label="Entrepreneurial business strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Entrepreneurial business strategy"/><category label="Innovation" scheme="http://hbr.org/categorization/hbp-subject" term="Innovation"/><category label="Start-ups" scheme="http://hbr.org/categorization/hbp-subject" term="Start-ups"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry><entry><title>We All Hate Meetings—Here’s How to Make Them Work</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.430286</id><link href="https://hbr.org/podcast/2026/06/we-all-hate-meetings-heres-how-to-make-them-work" rel="alternate" type="text/html"/><updated>2026-06-09T11:48:00Z</updated><published>2026-06-09T11:08:07Z</published><summary type="html"><![CDATA[<p>A conversation with Kayak cofounder Paul English on how better meetings can become a competitive advantage.</p>
]]></summary><feature-image-title>wide-ideacast_25</feature-image-title><category label="Meeting management" scheme="http://hbr.org/categorization/hbp-subject" term="Meeting management"/><category label="Motivating people" scheme="http://hbr.org/categorization/hbp-subject" term="Motivating people"/><category label="Managing employees" scheme="http://hbr.org/categorization/hbp-subject" term="Managing employees"/><category label="Leadership and managing people" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership and managing people"/><category label="Organizational culture" scheme="http://hbr.org/categorization/hbp-subject" term="Organizational culture"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry><entry><title>How C-Suite and Board Roles Are Being Reshaped Around AI</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.427414</id><link href="https://hbr.org/2026/06/how-c-suite-and-board-roles-are-being-reshaped-around-ai" rel="alternate" type="text/html"/><updated>2026-06-08T14:00:00Z</updated><published>2026-06-08T12:25:59Z</published><summary type="html"><![CDATA[<p>Old roles are evolving&#8212;and new ones are emerging.</p>
]]></summary><author><name>Tomas Chamorro-Premuzic</name><uri>https://hbr.org/resources/images/article_assets/2012/07/110-Tomas-CP.jpg</uri></author><category label="Boards" scheme="http://hbr.org/categorization/hbp-subject" term="Boards"/><category label="Talent management" scheme="http://hbr.org/categorization/hbp-subject" term="Talent management"/><category label="Leadership" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership"/><category label="Leadership transitions" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership transitions"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>AI Has Broken Hiring. Here’s How to Fix It.</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429572</id><link href="https://hbr.org/2026/06/ai-has-broken-hiring-heres-how-to-fix-it" rel="alternate" type="text/html"/><updated>2026-06-08T13:00:00Z</updated><published>2026-06-08T12:15:26Z</published><summary type="html"><![CDATA[<p>Hiring managers need new methods to assess authenticity and competence.</p>
]]></summary><author><name>Shraddha Sunil</name></author><author><name>Mudit Saraf</name></author><category label="Hiring and recruitment" scheme="http://hbr.org/categorization/hbp-subject" term="Hiring and recruitment"/><category label="Generative AI" scheme="http://hbr.org/categorization/hbp-subject" term="Generative AI"/><category label="Job search" scheme="http://hbr.org/categorization/hbp-subject" term="Job search"/><category label="Job interviews" scheme="http://hbr.org/categorization/hbp-subject" term="Job interviews"/><category label="Cover letters" scheme="http://hbr.org/categorization/hbp-subject" term="Cover letters"/><category label="Resumes" scheme="http://hbr.org/categorization/hbp-subject" term="Resumes"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>When Purpose Backfires</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429891</id><link href="https://hbr.org/2026/06/when-purpose-backfires" rel="alternate" type="text/html"/><updated>2026-06-08T12:05:47Z</updated><published>2026-06-08T12:05:47Z</published><summary type="html"><![CDATA[<p>New research finds that employees who feel blocked from having impact are more likely to withdraw&#8212;and to quit.</p>
]]></summary><author><name>Jordan Nielsen</name></author><author><name>Daniel D. Goering</name></author><author><name>Kinshuk Sharma</name></author><author><name>Jason P. Orgill</name></author><category label="Organizational culture" scheme="http://hbr.org/categorization/hbp-subject" term="Organizational culture"/><category label="Talent management" scheme="http://hbr.org/categorization/hbp-subject" term="Talent management"/><category label="Employee retention" scheme="http://hbr.org/categorization/hbp-subject" term="Employee retention"/><category label="Human resource management" scheme="http://hbr.org/categorization/hbp-subject" term="Human resource management"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Finding Your New Strategic Center</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429865</id><link href="https://hbr.org/2026/06/finding-your-new-strategic-center" rel="alternate" type="text/html"/><updated>2026-06-05T14:00:00Z</updated><published>2026-06-05T12:25:04Z</published><summary type="html"><![CDATA[<p>Columbia Business School professor Rita McGrath previews &#8220;The Power of Strategic Centering,&#8221; an article from HBR&#8217;s upcoming July-August 2026.</p>
]]></summary><author><name>Adi Ignatius</name><uri>https://hbr.org/resources/images/article_assets/2025/08/110-adi-ignatius.jpg</uri></author><category label="Competitive strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Competitive strategy"/><category label="Business management" scheme="http://hbr.org/categorization/hbp-subject" term="Business management"/><category label="Leading teams" scheme="http://hbr.org/categorization/hbp-subject" term="Leading teams"/><category label="Change management" scheme="http://hbr.org/categorization/hbp-subject" term="Change management"/><category label="Growth strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Growth strategy"/><category label="Organizational change" scheme="http://hbr.org/categorization/hbp-subject" term="Organizational change"/><category label="Strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Strategy"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>AI Is Rewriting the Economics of Outsourcing</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429583</id><link href="https://hbr.org/2026/06/ai-is-rewriting-the-economics-of-outsourcing" rel="alternate" type="text/html"/><updated>2026-06-05T13:00:00Z</updated><published>2026-06-05T12:15:30Z</published><summary type="html"><![CDATA[<p>Companies must reconsider what they own and what they buy.</p>
]]></summary><author><name>Abhinav Agrawal</name></author><category label="Process management" scheme="http://hbr.org/categorization/hbp-subject" term="Process management"/><category label="Supply chain management" scheme="http://hbr.org/categorization/hbp-subject" term="Supply chain management"/><category label="Operations strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Operations strategy"/><category label="Globalization" scheme="http://hbr.org/categorization/hbp-subject" term="Globalization"/><category label="Generative AI" scheme="http://hbr.org/categorization/hbp-subject" term="Generative AI"/><category label="International business" scheme="http://hbr.org/categorization/hbp-subject" term="International business"/><category label="Corporate strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Corporate strategy"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>What a Fragmenting Digital Economy Means for Global Competition</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.428654</id><link href="https://hbr.org/2026/06/what-a-fragmenting-digital-economy-means-for-global-competition" rel="alternate" type="text/html"/><updated>2026-06-05T13:13:44Z</updated><published>2026-06-05T12:05:18Z</published><summary type="html"><![CDATA[<p>A new index of 125 countries reveals where innovation is growing and where it&#8217;s stalling out.</p>
]]></summary><author><name>Bhaskar Chakravorti</name><uri>https://hbr.org/resources/images/article_assets/2013/12/110-Bhaskar-Chakravorti.jpg</uri></author><author><name>Abidemi Adisa</name></author><author><name>Christina Filipovic</name></author><author><name>Xue Niu</name></author><category label="Globalization" scheme="http://hbr.org/categorization/hbp-subject" term="Globalization"/><category label="Emerging markets" scheme="http://hbr.org/categorization/hbp-subject" term="Emerging markets"/><category label="Government policy and regulation" scheme="http://hbr.org/categorization/hbp-subject" term="Government policy and regulation"/><category label="Digital transformation" scheme="http://hbr.org/categorization/hbp-subject" term="Digital transformation"/><category label="International business" scheme="http://hbr.org/categorization/hbp-subject" term="International business"/><category label="Competitive strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Competitive strategy"/><category label="Global strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Global strategy"/><category label="AI and machine learning" scheme="http://hbr.org/categorization/hbp-subject" term="AI and machine learning"/><category label="Web-based technologies" scheme="http://hbr.org/categorization/hbp-subject" term="Web-based technologies"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Your Company Needs an Energy Strategy for AI’s Next Phase</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429096</id><link href="https://hbr.org/2026/06/your-company-needs-an-energy-strategy-for-ais-next-phase" rel="alternate" type="text/html"/><updated>2026-06-04T13:00:00Z</updated><published>2026-06-04T12:15:31Z</published><summary type="html"><![CDATA[<p>Organizations need a plan to measure, reduce, contract for, and strategically locate their compute.</p>
]]></summary><author><name>Yinuo Tang</name></author><author><name>Eric Yanfei Zhao</name></author><category label="Operations and supply chain management" scheme="http://hbr.org/categorization/hbp-subject" term="Operations and supply chain management"/><category label="Operations strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Operations strategy"/><category label="Production" scheme="http://hbr.org/categorization/hbp-subject" term="Production"/><category label="Change management" scheme="http://hbr.org/categorization/hbp-subject" term="Change management"/><category label="Competitive strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Competitive strategy"/><category label="Generative AI" scheme="http://hbr.org/categorization/hbp-subject" term="Generative AI"/><category label="AI and machine learning" scheme="http://hbr.org/categorization/hbp-subject" term="AI and machine learning"/><category label="Enterprise computing" scheme="http://hbr.org/categorization/hbp-subject" term="Enterprise computing"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>How Chinese Firms Are Saving Western Brands</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.428787</id><link href="https://hbr.org/2026/06/how-chinese-firms-are-saving-western-brands" rel="alternate" type="text/html"/><updated>2026-06-05T17:55:54Z</updated><published>2026-06-04T12:05:36Z</published><summary type="html"><![CDATA[<p>Emerging-market firms are rewriting the rules of global competition.</p>
]]></summary><author><name>Yuan Ding</name></author><author><name>Shameen Prashantham</name><uri>https://hbr.org/resources/images/article_assets/2018/06/110-shameen-prashantham.jpg</uri></author><category label="Globalization" scheme="http://hbr.org/categorization/hbp-subject" term="Globalization"/><category label="Emerging markets" scheme="http://hbr.org/categorization/hbp-subject" term="Emerging markets"/><category label="Mergers and acquisitions" scheme="http://hbr.org/categorization/hbp-subject" term="Mergers and acquisitions"/><category label="Global strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Global strategy"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>How to Cultivate Your “Personal Power” as a Leader</title><id>tag:audio.hbr.org,2018-01-01:999.430123</id><link href="https://hbr.org/podcast/2026/06/how-to-cultivate-your-personal-power-as-a-leader" rel="alternate" type="text/html"/><updated>2026-06-03T20:48:00Z</updated><published>2026-06-03T20:18:49Z</published><summary type="html"><![CDATA[<p>A conversation with Tulane University&#8217;s Chris Lipp on how to drive impact and influence regardless of where you sit on the org chart.</p>
]]></summary><feature-image-title>wide-hbr-on-leadership-24</feature-image-title><category label="Leadership" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership"/><category label="Leading teams" scheme="http://hbr.org/categorization/hbp-subject" term="Leading teams"/><category label="Managing yourself" scheme="http://hbr.org/categorization/hbp-subject" term="Managing yourself"/><category label="Power and influence" scheme="http://hbr.org/categorization/hbp-subject" term="Power and influence"/><category label="Personal growth and transformation" scheme="http://hbr.org/categorization/hbp-subject" term="Personal growth and transformation"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry><entry><title>Research: When Consumers Have More Control Over Ads, They Respond Better</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.428955</id><link href="https://hbr.org/2026/06/research-when-consumers-have-more-control-over-ads-they-respond-better" rel="alternate" type="text/html"/><updated>2026-06-03T14:00:00Z</updated><published>2026-06-03T12:25:52Z</published><summary type="html"><![CDATA[<p>A smartly deployed choice menu can provide viewers, platforms, and advertisers more of what they all want.</p>
]]></summary><author><name>Siddharth Bhattacharya</name></author><author><name>Debashish Ghose</name></author><author><name>Gordon Burtch</name><uri>https://hbr.org/resources/images/article_assets/2020/12/110-gordon-burtch.jpg</uri></author><category label="Advertising" scheme="http://hbr.org/categorization/hbp-subject" term="Advertising"/><category label="Consumer behavior" scheme="http://hbr.org/categorization/hbp-subject" term="Consumer behavior"/><category label="Technology and analytics" scheme="http://hbr.org/categorization/hbp-subject" term="Technology and analytics"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Research: What Interruptions Reveal About Company Culture</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429382</id><link href="https://hbr.org/2026/06/research-what-interruptions-reveal-about-company-culture" rel="alternate" type="text/html"/><updated>2026-06-08T18:20:58Z</updated><published>2026-06-03T12:15:58Z</published><summary type="html"><![CDATA[<p>Stop treating interruptions as isolated incidents and start reading them as data.</p>
]]></summary><author><name>William Degbey</name><uri>https://hbr.org/resources/images/article_assets/2024/09/110-william-degbey.jpg</uri></author><author><name>Benjamin Laker</name><uri>https://hbr.org/resources/images/article_assets/2016/08/110-benjamin-laker.jpg</uri></author><author><name>Baniyelme Zoogah</name><uri>https://hbr.org/resources/images/article_assets/2026/05/110-baniyelme-zoogah.jpg</uri></author><author><name>Sanjay Kumar Singh</name><uri>https://hbr.org/resources/images/article_assets/2026/05/110-sanjay-singh.jpg</uri></author><author><name>Ghulam Murtaza</name><uri>https://hbr.org/resources/images/article_assets/2026/05/110-ghulam-murtaza.jpg</uri></author><category label="Organizational culture" scheme="http://hbr.org/categorization/hbp-subject" term="Organizational culture"/><category label="Meeting management" scheme="http://hbr.org/categorization/hbp-subject" term="Meeting management"/><category label="Leadership" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership"/><category label="Leadership and managing people" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership and managing people"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>The U.S. Research Talent Pipeline Is in Trouble</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429237</id><link href="https://hbr.org/2026/06/the-u-s-research-talent-pipeline-is-in-trouble" rel="alternate" type="text/html"/><updated>2026-06-05T19:07:03Z</updated><published>2026-06-03T12:05:14Z</published><summary type="html"><![CDATA[<p>Researchers training in the United States are thinking about working elsewhere. Here&#8217;s how American companies should respond.</p>
]]></summary><author><name>Pierre Azoulay</name></author><author><name>Raffaella Sadun</name><uri>https://hbr.org/resources/images/article_assets/2010/11/110-raffaella-sadun.jpg</uri></author><author><name>Daniela Scur</name></author><category label="Hiring and recruitment" scheme="http://hbr.org/categorization/hbp-subject" term="Hiring and recruitment"/><category label="Talent management" scheme="http://hbr.org/categorization/hbp-subject" term="Talent management"/><category label="High potential employees" scheme="http://hbr.org/categorization/hbp-subject" term="High potential employees"/><category label="Human resource management" scheme="http://hbr.org/categorization/hbp-subject" term="Human resource management"/><category label="Employee retention" scheme="http://hbr.org/categorization/hbp-subject" term="Employee retention"/><category label="Competitive strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Competitive strategy"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>The Power of Knowing Your Stress Patterns</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429953</id><link href="https://hbr.org/2026/06/the-power-of-knowing-your-stress-patterns" rel="alternate" type="text/html"/><updated>2026-06-02T14:00:00Z</updated><published>2026-06-02T12:25:32Z</published><summary type="html"><![CDATA[<p>In the June 1, 2026, edition of <em>The Insider</em>, managing editor Gretchen Gavett highlights how leaders can manage their stress responses and a reimagining of SaaS strategies in the age of AI.</p>
]]></summary><author><name>Gretchen Gavett</name><uri>https://hbr.org/resources/images/article_assets/2013/09/110-Gretchen_Gavett.jpg</uri></author><feature-image-title>Newsletter_TheInsider_feature</feature-image-title><category label="Business management" scheme="http://hbr.org/categorization/hbp-subject" term="Business management"/><category label="Business communication" scheme="http://hbr.org/categorization/hbp-subject" term="Business communication"/><category label="Digital transformation" scheme="http://hbr.org/categorization/hbp-subject" term="Digital transformation"/><category label="Personnel policies" scheme="http://hbr.org/categorization/hbp-subject" term="Personnel policies"/><category label="IT management" scheme="http://hbr.org/categorization/hbp-subject" term="IT management"/><category label="Mental health" scheme="http://hbr.org/categorization/hbp-subject" term="Mental health"/><category label="Mindfulness" scheme="http://hbr.org/categorization/hbp-subject" term="Mindfulness"/><category label="Wellness" scheme="http://hbr.org/categorization/hbp-subject" term="Wellness"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Big Tech’s Looming Capability Crisis</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429419</id><link href="https://hbr.org/2026/06/big-techs-looming-capability-crisis" rel="alternate" type="text/html"/><updated>2026-06-05T17:45:08Z</updated><published>2026-06-02T12:15:49Z</published><summary type="html"><![CDATA[<p>Lessons from radiology on how automating output shouldn&#8217;t mean eliminating checks and guardrails.</p>
]]></summary><author><name>Chengwei Liu</name></author><author><name>Balázs Kovács</name></author><category label="Generative AI" scheme="http://hbr.org/categorization/hbp-subject" term="Generative AI"/><category label="AI and machine learning" scheme="http://hbr.org/categorization/hbp-subject" term="AI and machine learning"/><category label="Technology and analytics" scheme="http://hbr.org/categorization/hbp-subject" term="Technology and analytics"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Reinventing an Organization to Do More with Less</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.429996</id><link href="https://hbr.org/podcast/2026/06/reinventing-an-organization-to-do-more-with-less" rel="alternate" type="text/html"/><updated>2026-06-03T13:45:26Z</updated><published>2026-06-02T12:05:52Z</published><summary type="html"><![CDATA[<p>A conversation with humanitarian leader Kelly T. Clements on spearheading change amid challenging circumstances.</p>
]]></summary><feature-image-title>wide-ideacast_25</feature-image-title><category label="Managing uncertainty" scheme="http://hbr.org/categorization/hbp-subject" term="Managing uncertainty"/><category label="Managing people" scheme="http://hbr.org/categorization/hbp-subject" term="Managing people"/><category label="Organizational change" scheme="http://hbr.org/categorization/hbp-subject" term="Organizational change"/><category label="Organizational culture" scheme="http://hbr.org/categorization/hbp-subject" term="Organizational culture"/><category label="Nonprofit organizations" scheme="http://hbr.org/categorization/hbp-subject" term="Nonprofit organizations"/><category label="Philanthropy" scheme="http://hbr.org/categorization/hbp-subject" term="Philanthropy"/><category label="Social and global issues" scheme="http://hbr.org/categorization/hbp-subject" term="Social and global issues"/><category label="Global strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Global strategy"/><category label="International relations" scheme="http://hbr.org/categorization/hbp-subject" term="International relations"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry></feed>