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New research on organizational change and adaptation from Harvard Business School faculty on issues including how companies can react to market disruptions, maximizing economic value while developing organizational capabilities, and how the FBI reinvented itself after 9/11.
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Chance Encounters: What's at Stake in Return-to-Office Decisions

by Jen McFarland Flint, HBS Alumni Bulletin

What's the role of the office in an increasingly virtual world? How can organizations spark collaboration among people who prefer to isolate? Andy Wu and Maria Roche discuss the value of bringing people together—and why that’s still so hard to do.

Rapport: The Hidden Advantage That Women Managers Bring to Teams

by Kara Baskin

Lack of communication between managers and their employees can hurt productivity and even undermine the customer experience. Female managers are more adept at building rapport among mixed-gender teams, which can improve an organization’s performance, says research by Jorge Tamayo.

Beyond the 'Business Case' in DEI: 6 Steps Toward Meaningful Change

by Katherine Hutt Scott and Barbara DeLollis

Diversity and inclusion efforts that focus on business outcomes alone rarely address root causes. Jamillah Bowman Williams, a visiting fellow at the Institute for the Study of Business in Global Society, offers tips for companies navigating their next stage of the DEI journey.

Yes, You Can Radically Change Your Organization in One Week

by Kristen Senz

Skip the committees and the multi-year roadmap. With the right conditions, leaders can confront even complex organizational problems in one week. Frances Frei and Anne Morriss explain how in their book Move Fast and Fix Things.

How Unilever Is Preparing for the Future of Work

Re: William R. Kerr

Launched in 2016, Unilever’s Future of Work initiative aimed to accelerate the speed of change throughout the organization and prepare its workforce for a digitalized and highly automated era. But despite its success over the last three years, the program still faces significant challenges in its implementation. How should Unilever, one of the world's largest consumer goods companies, best prepare and upscale its workforce for the future? How should Unilever adapt and accelerate the speed of change throughout the organization? Is it even possible to lead a systematic, agile workforce transformation across several geographies while accounting for local context? Harvard Business School professor and faculty co-chair of the Managing the Future of Work Project William Kerr and Patrick Hull, Unilever’s vice president of global learning and future of work, discuss how rapid advances in artificial intelligence, machine learning, and automation are changing the nature of work in the case, “Unilever's Response to the Future of Work.”

This Company Lets Employees Take Charge—Even with Life and Death Decisions

by Annelena Lobb

Dutch home health care organization Buurtzorg avoids middle management positions and instead empowers its nurses to care for patients as they see fit. Tatiana Sandino and Ethan Bernstein explore how removing organizational layers and allowing employees to make decisions can boost performance.

Every Company Should Have These Leaders—or Develop Them if They Don't

by Hise Gibson

Companies need T-shaped leaders, those who can share knowledge across the organization while focusing on their business units, but they should be a mix of visionaries and tacticians. Hise Gibson breaks down the nuances of each leader and how companies can cultivate this talent among their ranks.

Is AI Coming for Your Job?

by Kristen Senz

In a post-AI world, where an algorithm can draft marketing copy—or even pop songs and movie scripts—anything seems possible. Harvard Business School faculty members discuss how artificial intelligence could reshape how work gets done.

How Will Gamers and Investors Respond to Microsoft’s Acquisition of Activision Blizzard?

Re: Joseph Pacelli

In January 2022, Microsoft announced its acquisition of the video game company Activision Blizzard for $68.7 billion. The deal would make Microsoft the world’s third largest video game company, but it also exposes the company to several risks. First, the all-cash deal would require Microsoft to use a large portion of its cash reserves. Second, the acquisition was announced as Activision Blizzard faced gender pay disparity and sexual harassment allegations. That opened Microsoft up to potential reputational damage, employee turnover, and lost sales. Do the potential benefits of the acquisition outweigh the risks for Microsoft and its shareholders? Harvard Business School associate professor Joseph Pacelli discusses the ongoing controversies around the merger and how gamers and investors have responded in the case, “Call of Fiduciary Duty: Microsoft Acquires Activision Blizzard.”

What Does It Take to Safeguard a Legacy in Asset Management?

by Rachel Layne

Diverse hiring, deep research, and a collaborative culture have defined Brown Capital's successful investment approach. But would those qualities endure after its founder retires? A case study by Luis Viceira and Emily McComb explores how the second-largest Black-founded investment firm is preparing for its next phase.

France Telecom: Corporate Restructuring and Employee Well-Being

Re: Cynthia A. Montgomery & Ashley V. Whillans

The France Telecom case series follows the evolution of the organization from a national telephone monopoly to a private company facing severe challenges. These included a lessening competitive advantage, with the advent of mobile carriers and competition from other countries, as well as a workforce that was much larger than needed and included many civil servants, making it difficult to reduce headcount. As increasing pressure mounted internally to make changes and 22,000 jobs were lost between 2006 and 2009, the culture at France Telecom shifted from one where employees were proud to work to one where the physical and mental wellbeing of some employees became increasingly fragile. Did corporate leaders push employees too far, creating unacceptable levels of stress and unhappiness? Professors Cynthia Montgomery and Ashley Whillans discuss some fundamental tensions between the pressures and benefits of capitalism, the responsibilities of management, and the day-to-day and long-term impacts on employee well-being in the case, “France Telecom: A Difficult Restructuring.” Open for comment; 0 Comments.

Curiosity, Not Coding: 6 Skills Leaders Need in the Digital Age

by Linda A. Hill, Ann Le Cam, Sunand Menon, and Emily Tedards

Transforming an organization starts with transforming its leaders. Data from 1,700 executives by Linda Hill and colleagues reveals the most important skills and traits leaders need now. Open for comment; 0 Comments.

The Unlikely Upside of Mergers: More Diverse Management Teams

by Lane Lambert

Mergers shake up the status quo at companies and help women and people of color move up the ladder. Research by Letian Zhang mines data from 37,000 deals. Open for comment; 0 Comments.

Want Hybrid Work to Succeed? Trust, Don’t Track, Employees

by Michael Blanding

Many companies want employees back at desks, but workers want more flexibility than ever. Tsedal Neeley offers three rules for senior managers trying to forge a new hybrid path. Open for comment; 0 Comments.

Steer Clear of the Blind Spots That Derail Experiments

by Danielle Kost

Companies are testing everything from website features to compensation strategies, but five common mistakes can undermine their efforts, says Michael Luca. Open for comment; 0 Comments.

How 'Small C' Change Can Beat Large-Scale Rebuilding

by Boris Groysberg, Sascha L. Schmidt, and Sebastian Flegr

Many business leaders are convinced that large-scale change is necessary to bounce back from difficult times. But a professional soccer team's surprise success shows that smaller measures can work better, write Boris Groysberg and colleagues. Open for comment; 0 Comments.

What Jobs Are Being Done at Home During the COVID-19 Crisis? Evidence from Firm-Level Surveys

by Alexander Bartik, Zoë Cullen, Edward L. Glaeser, Michael Luca, and Christopher Stanton

At least 16 percent of American workers will switch from office-based settings to working at home at least two days per week after COVID-19 subsides. This has significant implications for companies, employees, and policymakers alike.

Does Remote Work Mix with Organizational Culture?

by James Heskett

SUMMING UP: Readers who themselves work from home think differently about how organizations should respond to remote work initiatives. James Heskett sums up the dicussion. Open for comment; 0 Comments.

How Remote Work Changes What We Think About Onboarding

by Boris Groysberg

COVID-19 has turned many companies into federations of remote workplaces, but without guidance on how their onboarding of new employees must change, says Boris Groysberg. Open for comment; 0 Comments.

Readers Ask: I Need Tips for Working at Home

by Kristen Senz

Working at home brings with it confusing new rules of conduct. Remote work expert Prithwiraj Choudhury answers questions from our readers. Open for comment; 0 Comments.