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Right now, many companies are worried about how to get more employees to use AI. After all, the promise of AI reducing the burden of some work—drafting routine documents, summarizing information, and debugging code—and allowing workers more time for high-value tasks is tantalizing. Aruna Ranganathan is associate professor of management and organizations at the Haas School of Business, UC-Berkeley.
Summary. Reprint: R0905H Interviewed by Diane Coutu The belief that teams make us more creative and productive—and are the best way to get things...more
A confusing contradiction is unfolding in companies embracing generative AI tools: while workers are largely following mandates to embrace the technology, few are seeing it create real value. Consider, for instance, that the number of companies with fully AI-led processes nearly doubled last year, while AI use has likewise doubled at work since 2023. Yet a recent report from the MIT Media Lab foun
Amazon’s recent call for employees to return to the office (RTO) five days a week is the latest example of high-profile companies pulling back from their remote-work policies. RTO advocates often cite the importance of in-person connections, with former Google CEO Eric Schmidt even claiming, “Google decided that work-life balance and going home early and working from home was more important than w
Summary. The rise of remote work has made corporate leaders paranoid, thinking they must monitor their employees’ every digital move in order to maintain productivity. But while people often zero in on Facebook, TikTok, or Netflix as potential sources of employee distraction, in truth, we’re often more distracted by the ways in which we work today. The author offers four strategies to help manag
Share GitLab’s Sid Sijbrandij on building a company with no offices and employees spread around the world. September 27, 2022 Most organizations have now accepted that the days of all their knowledge workers coming into the office full time are over. So what’s next? Sid Sijbrandij, CEO and cofounder of Gitlab, thinks all-remote can be the answer. His open-source software development company took
Although the selection and training of good administrators is widely recognized as one of American industry’s most pressing problems, there is surprisingly little agreement among executives or educators on what makes a good administrator. The executive development programs of some of the nation’s leading corporations and colleges reflect a tremendous variation in objectives. Robert L. Katz At the
More than a century ago, Ralph Waldo Emerson is reported to have said, “If a man can write a better book, preach a better sermon, or make a better mousetrap than his neighbor, though he build his house in the woods, the world will make a beaten path to his door.” If only marketing innovations were that simple.
The legend of Steve Jobs is that he transformed our lives with the strength of his convictions. The key to his greatness, the story goes, was his ability to bend the world to his vision. The reality is that much of Apple’s success came from his team’s pushing him to rethink his positions. If Jobs hadn’t surrounded himself with people who knew how to change his mind, he might not have changed the w
Apple is well-known for its innovations in hardware, software, and services. Thanks to them, it grew from some 8,000 employees and $7 billion in revenue in 1997, the year Steve Jobs returned, to 137,000 employees and $260 billion in revenue in 2019. Much less well-known are the organizational design and the associated leadership model that have played a crucial role in the company’s innovation suc
In these difficult times, we’ve made a number of our coronavirus articles free for all readers. To get all of HBR’s content delivered to your inbox, sign up for the Daily Alert newsletter. On Monday March 9, in an effort to address soaring patient demand in Boston, Partners HealthCare went live with a hotline for patients, clinicians, and anyone else with questions and concerns about Covid-19. The
Summary. For many companies, a strong, data-driven culture remains elusive, and data are rarely the universal basis for decision making. Why is it so hard? Our work in a range of industries indicates that...more Exploding quantities of data have the potential to fuel a new era of fact-based innovation in corporations, backing up new ideas with solid evidence. Buoyed by hopes of better satisfying
The University of Warwick’s Andrew Oswald and his team compared survey data on the life satisfaction of more than 900,000 citizens of 27 European countries from 1980 to 2011 with data on annual advertising spending in those nations over the same period. The researchers found an inverse connection between the two. The higher a country’s ad spend was in one year, the less satisfied its citizens were
A decision must be made. The facts have been assembled, and the arguments for and against the options spelled out, but no clear evidence supports any particular one. Now people around the table turn to the CEO. What they’re looking for is good judgment—an interpretation of the evidence that points to the right choice.
Last week, WeWork, the coworking space now known as The We Company, released its S-1 filing to go public. That spurred numerous concerns about the company’s large valuation ($47 billion at last count), given its hefty losses ($1.6 billion on revenues of $1.8 billion) and despite its rapid growth (86% year-over-year revenue growth). It also renewed questions about WeWork’s claims of being a tech co
Back when our Facebook design team still fit around a conference table, a new designer joining our merry band was a momentous event. Everyone loved sitting down and showing her how we worked —where we kept our design files, what tools to download, which meetings to attend. We were grateful that someone else had come to help us accomplish more together. Two pizzas were still enough to feed everyone
A culture conducive to innovation is not only good for a company’s bottom line. It also is something that both leaders and employees value in their organizations. In seminars at companies across the globe, I have informally surveyed hundreds of managers about whether they want to work in an organization where innovative behaviors are the norm. I cannot think of a single instance when someone has s
Summary. What should you do if you’re feeling stressed, but people are still expecting you to produce creative solutions? To start, create a sense of psychological safety. Instead of saying to...more
In numerous studies, diversity — both inherent (e.g., race, gender) and acquired (experience, cultural background) — is associated with business success. For example, a 2009 analysis of 506 companies found that firms with more racial or gender diversity had more sales revenue, more customers, and greater profits. A 2016 analysis of more than 20,000 firms in 91 countries found that companies with m
Great leaders tap into the needs and fears we all share. Great managers, by contrast, perform their magic by discovering, developing, and celebrating what’s different about each person who works for them. Here’s how they do it. by Marcus Buckingham Summary. Much has been written about the qualities that make a great manager, but most of the literature overlooks a fundamental question: What does
Summary. Most businesses organize for efficient productivity. They do this through specialization. Workers that are highly skilled at narrow tasks can perfect their skill and, when put in an assembly line,...more In The Wealth of Nations, Adam Smith demonstrates how the division of labor is the chief source of productivity gains using the vivid example of a pin factory assembly line: “One [perso
Summary. Tapping the power of AI technologies requires customizing them to your business context. The purpose of your first 1-2 pilot projects is only partly to create value; more importantly, the success...more Artificial intelligence (AI) is poised to transform every industry, just as electricity did 100 years ago. It will create $13 trillion of GDP growth by 2030, according to McKinsey, most
More than ever, the ability to manage torrents of data is critical to a company’s success. But even with the emergence of data-management functions and chief data officers (CDOs), most companies remain badly behind the curve. Cross-industry studies show that on average, less than half of an organization’s structured data is actively used in making decisions—and less than 1% of its unstructured dat
It was a Thursday afternoon in Las Vegas. Five employees were camped out in a team room at Zappos, the largest company so far to implement holacracy—a form of self-management that confers decision power on fluid teams, or “circles,” and roles rather than individuals. On this particular day, in May 2015, the circle charged with overseeing holacracy’s adoption was questioning the method’s effectiven
It’s normal to underperform on occasion. After all, everyone has an off quarter — or even an off year — from time to time. But don’t just sit back and wait for that painful performance review. You need to have a conversation with your manager sooner rather than later. How should you position the news? How can you maintain your reputation while being honest? And what sort of explanation — if any —
Summary. How do you collaborate with someone you don’t like? They’re not toxic or difficult, you just have different styles, and they rub you the wrong way. It all starts with reflecting on the...more A few months ago, a former client — let’s call her Kacie— called me to check in. I had supported her through her transition when she had joined a prestigious global financial services firm several
Stuck in an unproductive meeting — again? Everyone agrees that meetings can be a waste of time, but they’re actually a waste of money, too. How much? In a study of time budgeting at large corporations, Bain & Company found that a single weekly meeting of midlevel managers was costing one organization $15M a year!
On his first day as CEO of the Carlsberg Group, a global brewery and beverage company, Cees ‘t Hart was given a key card by his assistant. The card locked out all the other floors for the elevator so that he could go directly to his corner office on the 20th floor. And with its picture windows, his office offered a stunning view of Copenhagen. These were the perks of his new position, ones that sp
It’s widely believed that the most successful entrepreneurs are young. Bill Gates, Steve Jobs, and Mark Zuckerberg were in their early twenties when they launched what would become world-changing companies. Do these famous cases reflect a generalizable pattern? VC and media accounts seem to suggest so. When we analyzed founders who have won TechCrunch awards over the last decade, the average age a
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