Researchers conducted an experiment with 1,026 engineers in which participants evaluated a Python code snippet that was ...

For some companies, imitating the right rivals at the right time can be more effective—and lucrative—than attempting to chart an entirely new course. Sign up for HBR Executive Agenda - for insights ...

What consumers truly value can be difficult to pin down and psychologically complicated. But universal building blocks of value do exist, creating opportunities for companies to improve their ...

Reprint: R0904C In January 2008, CBS anchor Katie Couric asked then-candidate Barack Obama what single book, apart from the Bible, he would bring with him to the White House. He cited Team of ...

We all know the truism “Correlation doesn’t imply causation,” but when we see lines sloping together, bars rising together, or points on a scatterplot clustering, the data practically begs ...

By 2027, some 88 million people around the world are likely to be working in project management, and the value of project-oriented economic activity will have reached $20 trillion. But research ...

How Facebook, Twitter, Instagram, YouTube, and TikTok took over our lives—and what to do about it ...

Reprint: R1107M Traditional approaches to strategy assume that the world is relatively stable and predictable. But globalization, new technologies, and greater transparency have combined to upend ...

As a new leader, learning to make good decisions without hesitation and procrastination is a capability that can set you apart from your peers. While others vacillate on tricky choices, your team ...

Reprint: R0905H Interviewed by Diane Coutu The belief that teams make us more creative and productive—and are the best way to get things done—is deeply entrenched. But Hackman, a professor of ...

Firms have never known more about their customers, but their innovation processes remain hit-or-miss. Why? According to Christensen and his coauthors, product developers focus too much on building ...

Reprint: R1401F Strategy making forces executives to confront a future they can only guess at. It’s not surprising, then, that they try to make the task less daunting by preparing a ...