Some capabilities need to be owned, while others can be acquired. The best leaders know how to make that distinction.

Anup Srivastavahttps://hbr.org/resources/images/article_assets/2018/02/110-Anup-Srivastava.jpgChandrani Chatterjeehttps://hbr.org/resources/images/article_assets/2024/01/110-chandrani-chatterjee.jpgJonathan Tanone

A conversation with Kayak cofounder Paul English on how better meetings can become a competitive advantage.

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Tim Ferriss shows that entrepreneurial edge doesn’t come from learning; it comes from learning faster than the competition.

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Old roles are evolving—and new ones are emerging.

Tomas Chamorro-Premuzichttps://hbr.org/resources/images/article_assets/2012/07/110-Tomas-CP.jpg

Hiring managers need new methods to assess authenticity and competence.

Shraddha SunilMudit Saraf

New research finds that employees who feel blocked from having impact are more likely to withdraw—and to quit.

Jordan NielsenDaniel D. GoeringKinshuk SharmaJason P. Orgill

Columbia Business School professor Rita McGrath previews “The Power of Strategic Centering,” an article from HBR’s upcoming July-August 2026.

Adi Ignatiushttps://hbr.org/resources/images/article_assets/2025/08/110-adi-ignatius.jpg

Companies must reconsider what they own and what they buy.

Abhinav Agrawal

A new index of 125 countries reveals where innovation is growing and where it’s stalling out.

Bhaskar Chakravortihttps://hbr.org/resources/images/article_assets/2013/12/110-Bhaskar-Chakravorti.jpgAbidemi AdisaChristina FilipovicXue Niu

Organizations need a plan to measure, reduce, contract for, and strategically locate their compute.

Yinuo TangEric Yanfei Zhao

Emerging-market firms are rewriting the rules of global competition.

Yuan DingShameen Prashanthamhttps://hbr.org/resources/images/article_assets/2018/06/110-shameen-prashantham.jpg

A conversation with Tulane University’s Chris Lipp on how to drive impact and influence regardless of where you sit on the org chart.

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A smartly deployed choice menu can provide viewers, platforms, and advertisers more of what they all want.

Siddharth BhattacharyaDebashish GhoseGordon Burtchhttps://hbr.org/resources/images/article_assets/2020/12/110-gordon-burtch.jpg

Stop treating interruptions as isolated incidents and start reading them as data.

William Degbeyhttps://hbr.org/resources/images/article_assets/2024/09/110-william-degbey.jpgBenjamin Lakerhttps://hbr.org/resources/images/article_assets/2016/08/110-benjamin-laker.jpgBaniyelme Zoogahhttps://hbr.org/resources/images/article_assets/2026/05/110-baniyelme-zoogah.jpgSanjay Kumar Singhhttps://hbr.org/resources/images/article_assets/2026/05/110-sanjay-singh.jpgGhulam Murtazahttps://hbr.org/resources/images/article_assets/2026/05/110-ghulam-murtaza.jpg

Researchers training in the United States are thinking about working elsewhere. Here’s how American companies should respond.

Pierre AzoulayRaffaella Sadunhttps://hbr.org/resources/images/article_assets/2010/11/110-raffaella-sadun.jpgDaniela Scur

In the June 1, 2026, edition of The Insider, managing editor Gretchen Gavett highlights how leaders can manage their stress responses and a reimagining of SaaS strategies in the age of AI.

Gretchen Gavetthttps://hbr.org/resources/images/article_assets/2013/09/110-Gretchen_Gavett.jpgNewsletter_TheInsider_feature

Lessons from radiology on how automating output shouldn’t mean eliminating checks and guardrails.

Chengwei LiuBalázs Kovács

A conversation with humanitarian leader Kelly T. Clements on spearheading change amid challenging circumstances.

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Sponsor content from AWS and Effectual.

Effectual Featured Image – AI Blog Post – AdobeStock_1838138865

Cost-cutting alone is shortsighted.

Shlomo Benartzihttps://hbr.org/resources/images/article_assets/2015/04/110-Shlomo_Benartzi.jpegRandall LongStefano Puntoni