CINXE.COM

<?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>2025-02-05T15:00:00Z</updated><entry><title>The Challenge of Navigating U.S. Employment Law in 2025</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.402299</id><link href="https://hbr.org/2025/02/the-challenge-of-navigating-u-s-employment-law-in-2025" rel="alternate" type="text/html"/><updated>2025-02-05T15:00:00Z</updated><published>2025-02-05T13:25:38Z</published><summary type="html"><![CDATA[Companies must prepare for a patchwork of new regulations to ensure compliance, mitigate risk, and maintain trust with employees. ]]></summary><author><name>Ani Huang</name><uri>https://hbr.org/resources/images/article_assets/2025/01/110-ani-huang.jpg</uri></author><author><name>Timothy J. Bartl</name><uri>https://hbr.org/resources/images/article_assets/2025/01/110-tom-bartl.jpg</uri></author><feature-image-title>Feb25_05_RobRobin</feature-image-title><category label="Human resource management" scheme="http://hbr.org/categorization/hbp-subject" term="Human resource management"/><category label="Business management" scheme="http://hbr.org/categorization/hbp-subject" term="Business management"/><category label="Time-off policies" scheme="http://hbr.org/categorization/hbp-subject" term="Time-off policies"/><category label="Parental leave" scheme="http://hbr.org/categorization/hbp-subject" term="Parental leave"/><category label="Compensation and benefits" scheme="http://hbr.org/categorization/hbp-subject" term="Compensation and benefits"/><category label="Talent management" scheme="http://hbr.org/categorization/hbp-subject" term="Talent management"/><category label="Personnel policies" scheme="http://hbr.org/categorization/hbp-subject" term="Personnel policies"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Don’t Let Bad Time Management Undermine Your Leadership</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.400976</id><link href="https://hbr.org/2025/02/dont-let-bad-time-management-undermine-your-leadership" rel="alternate" type="text/html"/><updated>2025-02-05T14:00:00Z</updated><published>2025-02-05T13:15:15Z</published><summary type="html"><![CDATA[Five common mistakes to avoid. ]]></summary><author><name>Elizabeth Grace Saunders</name></author><feature-image-title>Feb25_05_1355062237</feature-image-title><category label="Time management" scheme="http://hbr.org/categorization/hbp-subject" term="Time management"/><category label="Leading teams" scheme="http://hbr.org/categorization/hbp-subject" term="Leading teams"/><category label="Managing employees" scheme="http://hbr.org/categorization/hbp-subject" term="Managing employees"/><category label="Personal productivity" scheme="http://hbr.org/categorization/hbp-subject" term="Personal productivity"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>The Key to Sustaining an Enduring Competitive Advantage</title><id>tag:audio.hbr.org,2018-01-01:999.402408</id><link href="https://hbr.org/podcast/2025/02/the-key-to-sustaining-an-enduring-competitive-advantage" rel="alternate" type="text/html"/><updated>2025-02-05T13:22:00Z</updated><published>2025-02-05T11:22:23Z</published><summary type="html"><![CDATA[If you’re leading growth strategy for your organization, this episode is for you. ]]></summary><feature-image-title>wide-hbr-on-strategy-24</feature-image-title><category label="Growth strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Growth strategy"/><category label="Strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Strategy"/><category label="Leadership" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry><entry><title>How to Give Your Team the Feedback They Actually Need</title><id>tag:audio.hbr.org,2018-01-01:999.402394</id><link href="https://hbr.org/podcast/2025/02/how-to-give-your-team-the-feedback-they-actually-need" rel="alternate" type="text/html"/><updated>2025-02-05T13:02:00Z</updated><published>2025-02-05T11:02:10Z</published><summary type="html"><![CDATA[Focus on developing their strengths instead of pointing out their weaknesses. ]]></summary><feature-image-title>wide-hbr-on-leadership-24</feature-image-title><category label="Giving feedback" scheme="http://hbr.org/categorization/hbp-subject" term="Giving feedback"/><category label="Managing people" scheme="http://hbr.org/categorization/hbp-subject" term="Managing people"/><category label="Performance indicators" scheme="http://hbr.org/categorization/hbp-subject" term="Performance indicators"/><category label="Leadership" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry><entry><title>What DeepSeek Signals About Where AI Is Headed</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.402230</id><link href="https://hbr.org/2025/02/what-deepseek-signals-about-where-ai-is-headed" rel="alternate" type="text/html"/><updated>2025-02-04T16:58:36Z</updated><published>2025-02-04T16:48:04Z</published><summary type="html"><![CDATA[Five lessons for leaders. ]]></summary><author><name>Toby E. Stuart</name></author><feature-image-title>Feb25_05_2195972371_NOGLOBAL</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="Disruptive innovation" scheme="http://hbr.org/categorization/hbp-subject" term="Disruptive innovation"/><category label="Innovation" scheme="http://hbr.org/categorization/hbp-subject" term="Innovation"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Research: How Boards Can Increase CEO Accountability</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401217</id><link href="https://hbr.org/2025/02/research-how-boards-can-increase-ceo-accountability" rel="alternate" type="text/html"/><updated>2025-02-04T15:00:00Z</updated><published>2025-02-04T13:25:19Z</published><summary type="html"><![CDATA[When directors have military experience, boards are more decisive in addressing underperformance. Here’s why. ]]></summary><author><name>Stevo Pavićević</name></author><author><name>Thomas Keil</name><uri>https://hbr.org/resources/images/article_assets/2014/08/110-thomas-Keil.jpg</uri></author><feature-image-title>Feb25_04_1430857440</feature-image-title><category label="Corporate governance" scheme="http://hbr.org/categorization/hbp-subject" term="Corporate governance"/><category label="Boards" scheme="http://hbr.org/categorization/hbp-subject" term="Boards"/><category label="Management philosophy" scheme="http://hbr.org/categorization/hbp-subject" term="Management philosophy"/><category label="Leadership development" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership development"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Celebrating 10 Years of Cold Call</title><id>tag:audio.hbr.org,2018-01-01:999.402195</id><link href="https://hbr.org/podcast/2025/02/celebrating-10-years-of-cold-call" rel="alternate" type="text/html"/><updated>2025-02-04T14:22:00Z</updated><published>2025-02-04T13:22:32Z</published><summary type="html"><![CDATA[The podcast’s producers handpick three of their favorite episodes. ]]></summary><feature-image-title>wide-cold-call-hbr-24</feature-image-title><category label="Leadership styles" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership styles"/><category label="Business law and ethics" scheme="http://hbr.org/categorization/hbp-subject" term="Business law and ethics"/><category label="Careers" scheme="http://hbr.org/categorization/hbp-subject" term="Careers"/><category label="Innovation" scheme="http://hbr.org/categorization/hbp-subject" term="Innovation"/><category label="Entrepreneurship" scheme="http://hbr.org/categorization/hbp-subject" term="Entrepreneurship"/><category label="Brand management" scheme="http://hbr.org/categorization/hbp-subject" term="Brand management"/><category label="Creativity" scheme="http://hbr.org/categorization/hbp-subject" term="Creativity"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry><entry><title>7 Habits to Stay Focused in a World Full of Distractions</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401933</id><link href="https://hbr.org/2025/02/7-habits-to-stay-focused-in-a-world-full-of-distractions" rel="alternate" type="text/html"/><updated>2025-02-04T14:00:00Z</updated><published>2025-02-04T13:15:45Z</published><summary type="html"><![CDATA[Train your brain to zero in on what’s essential. ]]></summary><author><name>Rebecca Knight</name></author><feature-image-title>Feb25_04_200439067-001</feature-image-title><category label="Time management" scheme="http://hbr.org/categorization/hbp-subject" term="Time management"/><category label="Personal productivity" scheme="http://hbr.org/categorization/hbp-subject" term="Personal productivity"/><category label="Managing yourself" scheme="http://hbr.org/categorization/hbp-subject" term="Managing yourself"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>What the EV Industry’s Challenges Reveal About Innovation and Regulation</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.402190</id><link href="https://hbr.org/podcast/2025/02/what-the-ev-industrys-challenges-reveal-about-innovation-and-regulation" rel="alternate" type="text/html"/><updated>2025-02-04T13:20:00Z</updated><published>2025-02-04T13:00:44Z</published><summary type="html"><![CDATA[A conversation with WSJ journalist Mike Colias on disruption and competition. ]]></summary><feature-image-title>wide-ideacast_25</feature-image-title><category label="Business management" scheme="http://hbr.org/categorization/hbp-subject" term="Business management"/><category label="Disruptive innovation" scheme="http://hbr.org/categorization/hbp-subject" term="Disruptive innovation"/><category label="Leadership" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership"/><category label="Government policy and regulation" scheme="http://hbr.org/categorization/hbp-subject" term="Government policy and regulation"/><category label="Competitive strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Competitive strategy"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry><entry><title>The Case for Federal Programs That Help Small and Diverse Suppliers</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.402108</id><link href="https://hbr.org/2025/02/the-case-for-federal-programs-that-help-small-and-diverse-suppliers" rel="alternate" type="text/html"/><updated>2025-02-04T13:05:55Z</updated><published>2025-02-04T13:05:55Z</published><summary type="html"><![CDATA[Research challenges the Trump administration’s assertion that they are a “public waste.” ]]></summary><author><name>Leopold Ried</name><uri>https://hbr.org/resources/images/article_assets/2022/11/110-leopold-ried.jpg</uri></author><author><name>Mikaella Polyviou</name><uri>https://hbr.org/resources/images/article_assets/2025/01/110-mikaella-polyviou.jpg</uri></author><author><name>Robert Wiedmer</name><uri>https://hbr.org/resources/images/article_assets/2025/01/110-robert-wiedmer.jpg</uri></author><feature-image-title>Feb2025_04_2185269144</feature-image-title><category label="Diversity and inclusion" scheme="http://hbr.org/categorization/hbp-subject" term="Diversity and inclusion"/><category label="Government policy and regulation" scheme="http://hbr.org/categorization/hbp-subject" term="Government policy and regulation"/><category label="Supply chain management" scheme="http://hbr.org/categorization/hbp-subject" term="Supply chain management"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>5 Signs a Remote Worker Is Burning Out</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.398488</id><link href="https://hbr.org/2025/02/5-signs-a-remote-worker-is-burning-out" rel="alternate" type="text/html"/><updated>2025-02-03T18:36:24Z</updated><published>2025-02-03T13:25:33Z</published><summary type="html"><![CDATA[And actions you can take to support them. ]]></summary><author><name>Tomas Chamorro-Premuzic</name><uri>https://hbr.org/resources/images/article_assets/2012/07/110-Tomas-CP.jpg</uri></author><feature-image-title>Feb24_03_1216568797</feature-image-title><category label="Employee engagement" scheme="http://hbr.org/categorization/hbp-subject" term="Employee engagement"/><category label="Employee retention" scheme="http://hbr.org/categorization/hbp-subject" term="Employee retention"/><category label="Remote work" scheme="http://hbr.org/categorization/hbp-subject" term="Remote work"/><category label="Burnout" scheme="http://hbr.org/categorization/hbp-subject" term="Burnout"/><category label="Managing employees" scheme="http://hbr.org/categorization/hbp-subject" term="Managing employees"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>How to Encourage the Right Kind of Conflict on Your Team</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401350</id><link href="https://hbr.org/2025/02/how-to-encourage-the-right-kind-of-conflict-on-your-team" rel="alternate" type="text/html"/><updated>2025-02-03T14:00:00Z</updated><published>2025-02-03T13:15:25Z</published><summary type="html"><![CDATA[Four ways to turn negative tension into healthy disagreement. ]]></summary><author><name>Amy Gallo</name><uri>https://hbr.org/resources/images/article_assets/2013/09/Gallo-Headshot-for-HBR.jpg</uri></author><feature-image-title>Feb24_02_1478036640</feature-image-title><category label="Leadership and managing people" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership and managing people"/><category label="Management" scheme="http://hbr.org/categorization/hbp-subject" term="Management"/><category label="Managing employees" scheme="http://hbr.org/categorization/hbp-subject" term="Managing employees"/><category label="Interpersonal skills" scheme="http://hbr.org/categorization/hbp-subject" term="Interpersonal skills"/><category label="Interpersonal communication" scheme="http://hbr.org/categorization/hbp-subject" term="Interpersonal communication"/><category label="Difficult conversations" scheme="http://hbr.org/categorization/hbp-subject" term="Difficult conversations"/><category label="Managing conflicts" scheme="http://hbr.org/categorization/hbp-subject" term="Managing conflicts"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>4 Questions to Ask Before You Invest In a Workplace Wellness App</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401908</id><link href="https://hbr.org/2025/02/4-questions-to-ask-before-you-invest-in-a-workplace-wellness-app" rel="alternate" type="text/html"/><updated>2025-02-03T13:05:42Z</updated><published>2025-02-03T13:05:42Z</published><summary type="html"><![CDATA[An app shouldn’t be the primary means of addressing mental health at work — but it can help as part of a larger strategy. ]]></summary><author><name>Bhavik R. Shah</name><uri>https://hbr.org/resources/images/article_assets/2022/10/110-bhavik-shah.jpg</uri></author><feature-image-title>Feb25_02_mindfulnesfirefly</feature-image-title><category label="Wellness" scheme="http://hbr.org/categorization/hbp-subject" term="Wellness"/><category label="Mental health" scheme="http://hbr.org/categorization/hbp-subject" term="Mental health"/><category label="Stress management" scheme="http://hbr.org/categorization/hbp-subject" term="Stress management"/><category label="Health and wellness" scheme="http://hbr.org/categorization/hbp-subject" term="Health and wellness"/><category label="Burnout" scheme="http://hbr.org/categorization/hbp-subject" term="Burnout"/><category label="Sleep" scheme="http://hbr.org/categorization/hbp-subject" term="Sleep"/><category label="Human resource management" scheme="http://hbr.org/categorization/hbp-subject" term="Human resource management"/><category label="Diversity and inclusion" scheme="http://hbr.org/categorization/hbp-subject" term="Diversity and inclusion"/><category label="Inclusion and belonging" scheme="http://hbr.org/categorization/hbp-subject" term="Inclusion and belonging"/><category label="Management communication" scheme="http://hbr.org/categorization/hbp-subject" term="Management communication"/><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>6 Lessons for Startups from a Museum Dedicated to Failure</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401352</id><link href="https://hbr.org/2025/01/6-lessons-for-startups-from-a-museum-dedicated-to-failure" rel="alternate" type="text/html"/><updated>2025-01-31T14:00:00Z</updated><published>2025-01-31T13:15:03Z</published><summary type="html"><![CDATA[A collection of more than 1,000 failed products and businesses reveals the common forces that spell doom for new ventures. ]]></summary><author><name>Sean Jacobsohn</name><uri>https://hbr.org/resources/images/article_assets/2025/01/110-sean-jacobsohn.jpg</uri></author><feature-image-title>Jan25_31_522897236</feature-image-title><category label="Start-ups" scheme="http://hbr.org/categorization/hbp-subject" term="Start-ups"/><category label="Entrepreneurial business strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Entrepreneurial business strategy"/><category label="Entrepreneurs and founders" scheme="http://hbr.org/categorization/hbp-subject" term="Entrepreneurs and founders"/><category label="Entrepreneurship" scheme="http://hbr.org/categorization/hbp-subject" term="Entrepreneurship"/><category label="Entrepreneurial management" scheme="http://hbr.org/categorization/hbp-subject" term="Entrepreneurial management"/><category label="Scaling entrepreneurial ventures" scheme="http://hbr.org/categorization/hbp-subject" term="Scaling entrepreneurial ventures"/><category label="Business failures" scheme="http://hbr.org/categorization/hbp-subject" term="Business failures"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Why DeepSeek Shouldn’t Have Been a Surprise</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.402011</id><link href="https://hbr.org/2025/01/why-deepseek-shouldnt-have-been-a-surprise" rel="alternate" type="text/html"/><updated>2025-01-30T17:10:29Z</updated><published>2025-01-30T17:10:29Z</published><summary type="html"><![CDATA[It’s a classic example of disruptive innovation. Here’s what management theory says might happen next. ]]></summary><author><name>Prithwiraj (Raj) Choudhury</name></author><author><name>Natarajan Balasubramanian</name></author><author><name>Mingtao Xu</name></author><feature-image-title>Jan25_31_2195590085_NOGLOBAL</feature-image-title><category label="Disruptive innovation" scheme="http://hbr.org/categorization/hbp-subject" term="Disruptive innovation"/><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="Competitive strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Competitive strategy"/><category label="Strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Strategy"/><category label="Innovation" scheme="http://hbr.org/categorization/hbp-subject" term="Innovation"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>5 Signs Your Optimism Is Hurting Your Team</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401120</id><link href="https://hbr.org/2025/01/5-signs-your-optimism-is-hurting-your-team" rel="alternate" type="text/html"/><updated>2025-01-30T16:16:11Z</updated><published>2025-01-30T13:15:06Z</published><summary type="html"><![CDATA[How to keep your positive attitude from becoming excessive or dismissive. ]]></summary><author><name>Rebecca Knight</name></author><feature-image-title>Jan25_30_121314556.</feature-image-title><category label="Managing yourself" scheme="http://hbr.org/categorization/hbp-subject" term="Managing yourself"/><category label="Authenticity" scheme="http://hbr.org/categorization/hbp-subject" term="Authenticity"/><category label="Interpersonal skills" scheme="http://hbr.org/categorization/hbp-subject" term="Interpersonal skills"/><category label="Interpersonal communication" scheme="http://hbr.org/categorization/hbp-subject" term="Interpersonal communication"/><category label="Listening skills" scheme="http://hbr.org/categorization/hbp-subject" term="Listening skills"/><category label="Personal growth and transformation" scheme="http://hbr.org/categorization/hbp-subject" term="Personal growth and transformation"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Research: What Explains the “Vibecession”?</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.400736</id><link href="https://hbr.org/2025/01/research-what-explains-the-vibecession" rel="alternate" type="text/html"/><updated>2025-01-30T13:05:11Z</updated><published>2025-01-30T13:05:11Z</published><summary type="html"><![CDATA[An analysis of spending habits and consumer surveys sheds light on why Americans feel so bad — even though economic data looks good. ]]></summary><author><name>Eric Belcher</name><uri>https://hbr.org/resources/images/article_assets/2025/01/110-eric-belcher.jpg</uri></author><author><name>Leo Feler</name><uri>https://hbr.org/resources/images/article_assets/2025/01/110-leo-feler.jpg</uri></author><feature-image-title>Jan25_30_1076662324</feature-image-title><category label="Business and society" scheme="http://hbr.org/categorization/hbp-subject" term="Business and society"/><category label="Covid" scheme="http://hbr.org/categorization/hbp-subject" term="Covid"/><category label="Economic cycles and trends" scheme="http://hbr.org/categorization/hbp-subject" term="Economic cycles and trends"/><category label="Economics" scheme="http://hbr.org/categorization/hbp-subject" term="Economics"/><category label="Inflation" scheme="http://hbr.org/categorization/hbp-subject" term="Inflation"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Research: Humble Leaders Inspire Others to Step Up</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401625</id><link href="https://hbr.org/2025/01/research-humble-leaders-inspire-others-to-step-up" rel="alternate" type="text/html"/><updated>2025-01-29T20:29:34Z</updated><published>2025-01-29T13:25:42Z</published><summary type="html"><![CDATA[A new study found that this quality can ignite leadership ambitions throughout a company. ]]></summary><author><name>Xiaoshuang Lin</name></author><author><name>Herman Tse</name></author><feature-image-title>Jan25_29_82137381</feature-image-title><category label="Leadership and managing people" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership and managing people"/><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="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>How Deconstructing Jobs Can Change Your Organization</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401254</id><link href="https://hbr.org/2025/01/how-deconstructing-jobs-can-change-your-organization" rel="alternate" type="text/html"/><updated>2025-01-29T14:00:00Z</updated><published>2025-01-29T13:15:56Z</published><summary type="html"><![CDATA[Matching employees’ skills with specific projects, rather than confining them to fixed roles, can help unleash people’s talents. But companies need to deal with three tensions to make it work. ]]></summary><author><name>Philip Rogiers</name><uri>https://hbr.org/resources/images/article_assets/2024/08/110-philip-rogiers.jpg</uri></author><author><name>David G. Collings</name><uri>https://hbr.org/resources/images/article_assets/2022/11/110-david-collings.jpg</uri></author><feature-image-title>Jan25_29_n2Upt7xXLVQ_7919</feature-image-title><category label="Teams" scheme="http://hbr.org/categorization/hbp-subject" term="Teams"/><category label="Collaboration and teams" scheme="http://hbr.org/categorization/hbp-subject" term="Collaboration and teams"/><category label="Talent management" scheme="http://hbr.org/categorization/hbp-subject" term="Talent management"/><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>A Restaurant Innovator’s Recipe for Strategic Growth</title><id>tag:audio.hbr.org,2018-01-01:999.401892</id><link href="https://hbr.org/podcast/2025/01/a-restaurant-innovators-recipe-for-strategic-growth" rel="alternate" type="text/html"/><updated>2025-01-29T13:22:00Z</updated><published>2025-01-29T11:22:01Z</published><summary type="html"><![CDATA[Find a distinct niche and scale. ]]></summary><feature-image-title>wide-hbr-on-strategy-24</feature-image-title><category label="Strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Strategy"/><category label="Growth strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Growth strategy"/><category label="Going public" scheme="http://hbr.org/categorization/hbp-subject" term="Going public"/><category label="Customer service" scheme="http://hbr.org/categorization/hbp-subject" term="Customer service"/><category label="Entrepreneurship" scheme="http://hbr.org/categorization/hbp-subject" term="Entrepreneurship"/><category label="Strategy execution" scheme="http://hbr.org/categorization/hbp-subject" term="Strategy execution"/><category label="Scaling entrepreneurial ventures" scheme="http://hbr.org/categorization/hbp-subject" term="Scaling entrepreneurial ventures"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry><entry><title>How to Make Better Decisions Under Pressure</title><id>tag:audio.hbr.org,2018-01-01:999.401902</id><link href="https://hbr.org/podcast/2025/01/how-to-make-better-decisions-under-pressure" rel="alternate" type="text/html"/><updated>2025-01-29T13:02:00Z</updated><published>2025-01-29T11:02:36Z</published><summary type="html"><![CDATA[A conversation with Harvard Medical School’s Carol Kauffman on navigating high-stakes challenges effectively. ]]></summary><feature-image-title>wide-hbr-on-leadership-24</feature-image-title><category label="Decision making and problem solving" scheme="http://hbr.org/categorization/hbp-subject" term="Decision making and problem solving"/><category label="Leadership" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership"/><category label="Leadership styles" scheme="http://hbr.org/categorization/hbp-subject" term="Leadership styles"/><category label="Strategy" scheme="http://hbr.org/categorization/hbp-subject" term="Strategy"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry><entry><title>Research: Trying to Pick the “Best of the Best” Is the Wrong Approach</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401223</id><link href="https://hbr.org/2025/01/research-trying-to-pick-the-best-of-the-best-is-the-wrong-approach" rel="alternate" type="text/html"/><updated>2025-01-29T20:30:20Z</updated><published>2025-01-29T13:05:35Z</published><summary type="html"><![CDATA[Two studies offer a better way. ]]></summary><author><name>Monika Kackovic</name><uri>https://hbr.org/resources/images/article_assets/2025/01/110-monika-kackovic.jpg</uri></author><author><name>Dirk Deichmann</name><uri>https://hbr.org/resources/images/article_assets/2017/12/110-Dirk_Deichmann.jpg</uri></author><feature-image-title>Jan25_29_112041296</feature-image-title><category label="Hiring and recruitment" scheme="http://hbr.org/categorization/hbp-subject" term="Hiring and recruitment"/><category label="Innovation" scheme="http://hbr.org/categorization/hbp-subject" term="Innovation"/><category label="Talent management" scheme="http://hbr.org/categorization/hbp-subject" term="Talent management"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>How to Structure a Great Interview</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401208</id><link href="https://hbr.org/2025/01/how-to-structure-a-great-interview" rel="alternate" type="text/html"/><updated>2025-01-28T15:00:00Z</updated><published>2025-01-28T13:25:54Z</published><summary type="html"><![CDATA[The questions to ask to increase the odds of hiring the right person for the job. ]]></summary><author><name>Xena Wang</name><uri>https://hbr.org/resources/images/article_assets/2023/04/110-xana-wang.jpg</uri></author><feature-image-title>Jan25_28_2180598408</feature-image-title><category label="Early career" scheme="http://hbr.org/categorization/hbp-subject" term="Early career"/><category label="Job interviews" scheme="http://hbr.org/categorization/hbp-subject" term="Job interviews"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>How Emerging Technologies Can Foster Human Connections at Work</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401655</id><link href="https://hbr.org/2025/01/how-emerging-technologies-can-foster-human-connections-at-work" rel="alternate" type="text/html"/><updated>2025-01-28T14:00:00Z</updated><published>2025-01-28T13:15:18Z</published><summary type="html"><![CDATA[While employees may be physically distant, new tools empower us to maintain, and even enhance, the essence of teamwork. ]]></summary><author><name>Deborah Perry Piscione</name><uri>https://hbr.org/resources/images/article_assets/2023/04/110-deborah-piscione.jpg</uri></author><author><name>Josh Drean</name><uri>https://hbr.org/resources/images/article_assets/2023/04/110-josh-drean.jpg</uri></author><feature-image-title>Jan25_28_480207179</feature-image-title><category label="Work environments" scheme="http://hbr.org/categorization/hbp-subject" term="Work environments"/><category label="Hybrid work" scheme="http://hbr.org/categorization/hbp-subject" term="Hybrid work"/><category label="Virtual teams" scheme="http://hbr.org/categorization/hbp-subject" term="Virtual teams"/><category label="Web-based technologies" scheme="http://hbr.org/categorization/hbp-subject" term="Web-based technologies"/><category label="Remote work" scheme="http://hbr.org/categorization/hbp-subject" term="Remote work"/><category label="Technology and analytics" scheme="http://hbr.org/categorization/hbp-subject" term="Technology and analytics"/><category label="Blockchain" scheme="http://hbr.org/categorization/hbp-subject" term="Blockchain"/><category label="Digital Article" scheme="http://hbr.org/categorization/contentType" term="Digital Article"/></entry><entry><title>Employment Is Changing Forever</title><id>tag:blogs.harvardbusiness.org,2007-03-31:999.401453</id><link href="https://hbr.org/podcast/2025/01/employment-is-changing-forever" rel="alternate" type="text/html"/><updated>2025-01-28T13:20:00Z</updated><published>2025-01-28T13:00:47Z</published><summary type="html"><![CDATA[A conversation with entrepreneur and author Deborah Perry Piscione on the new world of work. ]]></summary><feature-image-title>wide-ideacast_24</feature-image-title><category label="Managing people" scheme="http://hbr.org/categorization/hbp-subject" term="Managing people"/><category label="AI and machine learning" scheme="http://hbr.org/categorization/hbp-subject" term="AI and machine learning"/><category label="Developing employees" scheme="http://hbr.org/categorization/hbp-subject" term="Developing employees"/><category label="Career transitions" scheme="http://hbr.org/categorization/hbp-subject" term="Career transitions"/><category label="Talent management" scheme="http://hbr.org/categorization/hbp-subject" term="Talent management"/><category label="Work-life balance" scheme="http://hbr.org/categorization/hbp-subject" term="Work-life balance"/><category label="Audio" scheme="http://hbr.org/categorization/contentType" term="Audio"/></entry></feed>