Organizational transformation

Three strategies to inspire better questions and more strategic conversations.

Agents need structure, feedback, and evaluations.

Four strategies for closing the gap between what leaders perceive and what employees actually experience.

New research reveals why some companies outperform others—even when adopting the same practices.

Leaders must build systems that turn continuous transformation into something employees help shape, not simply endure.

How organizations can overcome the seven sources of friction that stall progress.

An HBR Executive Live conversation with LinkedIn CEO Ryan Roslansky.

An HBR Executive Masterclass with HBS professor Linda A. Hill on how to steer the ship even when you can’t see through the fog.

The greatest risk is moving before the organization is ready to move with you.

You can’t bring your business into the future when your KPIs are stuck in the past.

Getting the most out of this new technology requires revamping software, organizational structures, and workflows designed for human workers.

A five-year study of a leading pharmaceutical company illustrates how to leap forward when there’s no clear data, no well-worn path, and no guarantee of success.

An HBR Executive Masterclass with Antonio Nieto-Rodriguez.

Four factors explain why this era of constant upheaval is pushing leaders to their limits—and what they need to do differently.

Six steps for implementing a structured, scalable employee-shadowing process.

The longtime leader of the world’s largest real-estate-investment trust outlines how customer focus and experimentation has helped it adapt to e-commerce, AI and automation, and geopolitical uncertainty.

CEOs must put projects, not operations, at the center of how their companies create value. Here’s how.

Too much change can traumatize your organization. The remedy is to minimize the need.

Three major themes stood out this past year.

Pernod Ricard used four strategies to quell skepticism and convince people of its value.