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In the June 15, 2026, edition of The Insider, managing editor Gretchen Gavett highlights recent pieces on why decision-rights frameworks fall apart, how “strategic centering” can anchor companies, and the hidden downside of leading with purpose.

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

Four steps leaders can take to protect one of their most valuable assets: organizational knowledge.

Matthias Holweghttps://hbr.org/resources/images/article_assets/2015/06/110-Matthias-Holweg.jpgThomas H. Davenporthttps://hbr.org/resources/images/article_assets/2013/09/110-tom-davenport.jpg

A conversation with Oxford’s Michael Gill about a counterintuitive approach to leadership.

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A four-step process to help people develop and apply their own judgment.

David S. Duncanhttps://hbr.org/resources/images/article_assets/2013/04/110-David-Duncan-1.jpgTyler Andersonhttps://hbr.org/resources/images/article_assets/2025/08/110-tyler-anderson.jpg

AI is helping companies directly link assessment to coaching, reskilling, and workforce planning. But they need to be careful how they implement these systems.

Sangeet Paul Choudaryhttps://hbr.org/resources/images/article_assets/2013/10/110-Sangeet-Choudary.jpgJohn Winsorhttps://hbr.org/resources/images/article_assets/2013/06/110-john-winsor.jpg

A new framework for how big tech and the creator economy can come to a mutually beneficial arrangement.

E. Glen WeylRaul Castro Fernandez

Executives may believe their constant presence is indispensable, but HBS professor Ashley Whillans makes the case that time away is better for their own health—and the health of their organization.

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

Organizations built around sales relationships and channel control must adapt to new types of recommendation systems.

Amit Joshihttps://hbr.org/resources/images/article_assets/2021/08/110-amit-joshi.jpgIvy BucheCaroline Schwaer

Many leaders are asking the wrong question when it comes to AI adoption.

Marco Argenti

A conversation with entrepreneur Marc Zao-Sanders on how timeboxing can help you focus on what matters.

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A guide for leaders.

Alyson Meisterhttps://hbr.org/resources/images/article_assets/2018/11/110-alyson-meister.jpgNele DaelDavid Bach

Your company needs to understand what the technology rewards, ignores, and trusts.

Kartik Hosanagar

How multinationals can leverage China’s innovation ecosystem to fuel R&D efforts and mitigate risks.

Jing QianLizzi C. Leehttps://hbr.org/resources/images/article_assets/2024/09/110-lizzi-c-lee.jpg

Research finds that companies won’t benefit from AI gains until they create a culture of trust.

Eric Anicichhttps://hbr.org/resources/images/article_assets/2016/02/110-eric-anicich-1.jpgJeslyn Brouwershttps://hbr.org/resources/images/article_assets/2026/05/110-jeslyn-brouwer.jpg

The most successful companies prioritize impact over impressions.

T. Bettina Cornwell

In the June 8, 2026, edition of The Insider, managing editor Gretchen Gavett highlights the third installment of annual research on how people are really using AI.

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

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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