HBR IdeaCast

The Apple Vision Pro is the latest in a long line of trendy, expensive spatial computing headsets. (Remember Google Glass?) But the augmented reality and virtual reality features that these devices enable can have an impact beyond video games. Pioneering companies are using these immersive tools to train employees and to engage with consumers in digital and retail settings. It’s growing increasingly important for senior leaders to explore the possible use cases and to understand the potential benefits and ongoing challenges that accompany these technologies.

Tech at Work is a four-part special series from HBR IdeaCast. Join senior tech editors Juan Martinez and Tom Stackpole for research, stories, and advice to make technology work for you and your team.

In this episode, researcher Srinivas Reddy and AR/VR entrepreneur and educator Dinesh Punni discuss how augmented reality can affect consumers’ brand awareness and purchasing behavior. The experts share business results from in-market research, identify challenges for the technology as it evolves, and explain how to launch a spatial computing experiment at your organization.

Reddy is a visiting professor of marketing at Northwestern University’s Kellogg School of Management and professor emeritus of marketing at Lee Kong Chian School of Business, Singapore Management University.

Punni is the CEO and founder of a Berlin, Germany-based company, immersive insiders, that trains AR/VR developers and designers.

This is the final episode of the Tech at Work series. Check out our other episodes:

• Tech at Work: What GenAI Means for Companies Right Now
• Tech at Work: How the End of Cookies Will Transform Digital Marketing
• Tech at Work: How to Get the Most out of Digital Collaboration Tools

Please let us know what you think of the episodes and which technology topics you want us to cover at [email protected].

Further reading:

• How Early-Adopter Companies Are Thinking About Apple Vision Pro (Cathy Hackl)
• How Augmented Reality Can — and Can’t — Help Your Brand (Sandeep R. Chandukala, Srinivas K. Reddy, and Yong-Chin Tan)
• Augmented Reality in Retail and Its Impact on Sales (Sandeep R. Chandukala, Srinivas K. Reddy, and Yong-Chin Tan)
• Why Every Organization Needs an Augmented Reality Strategy (Michael E. Porter and James E. Heppelmann)

Tools for collaborating online—email, instant messengers, videoconferencing apps, cloud storage, and so many others—have become the norm for most of us. But few leaders have taken the time to learn the best ways for their teams to use these ever-present tools.

Tech at Work is a four-part special series from HBR IdeaCast. Join senior tech editors Juan Martinez and Tom Stackpole for research, stories, and advice to make technology work for you and your team.

In this episode, they talk to researcher Paul Leonardi and organizational leader Sandra Ma. The experts explain how to best match collaboration tools with work tasks and how to know when a technology isn’t working for your team. They also discuss how leaders should go about selecting the most effective digital collaboration tools for their organizations.

Leonardi is the Duca Family Professor of Technology Management at the University of California, Santa Barbara.

Ma is the CEO and cofounder of Jovial, a company that helps teams improve their communication at work.

New episodes of Tech at Work publish in the HBR IdeaCast feed every other Thursday from May 2, after the regular Tuesday episode. Please let us know what you think of the series and which technology topics you want us to cover at [email protected].

Further reading:

• Does Your Team Really Need Another Digital Tool? (Ryan O’Hara)
• What Managers Need to Know About Social Tools (Paul Leonardi and Tsedal Neeley)
• Zoom In… or Out? Why Face-to-Face Meetings Matter (If/Then: Business, Leadership, Society)

Google is planning to phase out third-party cookies by the end of 2025. Consumers may be cheering the improved privacy online, but what will this huge shift in advertising technology mean for digital advertising, online publishing, and the open Internet?

Tech at Work is a four-part special series from HBR IdeaCast. Join senior tech editors Juan Martinez and Tom Stackpole for research, stories, and advice to make technology work for you and your team.

In this episode, researcher Garrett Johnson and executive Jamie Seltzer discuss the new technologies that are already being tested to replace cookies. They explain the trade-offs and how digital marketers are preparing for this change, as well as share how the online advertising and publishing industries may be affected.

Johnson is an associate professor of marketing at Boston University’s Questrom School of Business.

Seltzer is global executive vice president at Havas Media Network, where she leads CSA, Havas Media’s global data and technology consulting group.

New episodes of Tech at Work publish in the HBR IdeaCast feed every other Thursday from May 2, after the regular Tuesday episode. Please let us know what you think of the series and which technology topics you want us to cover at [email protected].

Further reading:

• • Privacy-Centric Digital Advertising: Implications for Research (Garrett Johnson, Julian Runge, Eric Seufert)
  • The Cookies are Crumbling: What’s Next for Digital Advertising? (Garrett Johnson)
  • A New Gold Standard for Digital Ad Measurement? (Julian Runge, Harpreet Patter, and Igor Skokan)

If you’re a senior leader, managing technology has never been more challenging—especially as organizations struggle to deploy generative artificial intelligence. Since ChatGPT burst into the mainstream a year and a half ago, everyone has been scrambling to make sense of how to use these tools, what they can and can’t do, and what they mean for our work and our teams.

Tech at Work is a four-part special series from HBR IdeaCast. Join senior tech editors Juan Martinez and Tom Stackpole for research, stories, and advice to make technology work for you and your team. New episodes publish in the IdeaCast feed every other Thursday starting May 2, after the regular Tuesday episode.

In this episode, Ethan Mollick, a management professor at The Wharton School of the University of Pennsylvania and author of the new book Co-Intelligence: Living and Working with AI, discusses what he’s learned through direct experimentation with these tools, where he sees the most potential, and why organizations are struggling to create value with them.

And please let us know what you think of the series and which technology topics you want us to cover at [email protected].

Further reading:

• ChatGPT Is a Tipping Point for AI (Ethan Mollick)
• Why You (and Your Company) Need to Experiment with ChatGPT Now (HBR IdeaCast)
• The Social Cost of Algorithmic Management (Armin Granulo, Sara Caprioli, Christoph Fuchs, and Stefano Puntoni)
• Deployment of algorithms in management tasks reduces prosocial motivation (Armin Granulo, Sara Caprioli, Christoph Fuchs, and Stefano Puntoni)
• When AI Teammates Come On Board, Performance Drops (Juan Martinez)
• Super Mario Meets AI: Experimental Effects of Automation and Skills on Team Performance and Coordination (Fabrizio Dell’Acqua, Bruce Kogut, and Patryk Perkowski)

If you’re a senior leader, managing technology has never been more challenging.

You face hard decisions about how to incorporate technology into your organization. But how do you cut through the noise to understand what a tool—especially a brand-new technology like generative AI—could mean for your organization or your team?

HBR IdeaCast has a new special series for you: Tech at Work. Every other Thursday, join our senior tech editors Juan Martinez and Tom Stackpole for research, stories, and advice to make technology work for you and your team.

• How can we all get the most out of adopting generative AI?
• Is your team making the best use of collaboration technology?
• What does your company need to know about spatial computing?
• How will digital marketing evolve without third-party cookies?

You’ll get answers from expert researchers and experienced practitioners to help you lead effectively and stay ahead. Listen every other Thursday starting May 2 in the HBR IdeaCast feed, after the regular Tuesday episode.

And please let us know what you think of the series and what technology topics you want us to cover at [email protected].

Introducing HBR’s podcast for young professionals, New Here, hosted by Elainy Mata. Whether it’s your first job or a fresh start, New Here will help you build a meaningful career on your own terms. In this episode, author and personal finance expert Anne-Lyse Ngatta and author, career advisor, and past HBR IdeaCast guest Gorick Ng explain how to lay the groundwork before you ask for a raise, when and how to start the conversation with your manager, and how to navigate the negotiation that may follow.

Listen for free to season one of New Here at HBR.org/Podcasts/New-Here or wherever you get your podcasts.

From prehistoric cave paintings to an inventor’s Eureka moment, creativity has always been described as a particularly human trait. But something strange can happen with generative artificial intelligence. Your ideas can take shape far faster. You also get ideas that you might never have imagined on your own. So, who is the creator here? What is creative work in the era of generative AI? What is innovation in this emerging world?

In this episode, How Generative AI Changes Creativity, Adi Ignatius speaks with video artist and consultant Don Allen Stevenson III about how generative AI is disrupting creative work and the creative industry. Then Ignatius speaks to two innovation researchers, Jacqueline Ng Lane and David De Cremer, about changes to the creative process within organizations. Lane is a professor at Harvard Business School. De Cremer is a professor at the National University of Singapore Business School and a coauthor of the HBR article “How Generative AI Could Disrupt Creative Work.”

How Generative AI Changes Everything is a special series from HBR IdeaCast. Each week, HBR editor in chief Adi Ignatius and HBR editor Amy Bernstein host conversations with experts and business leaders about the impact of generative AI on productivity, creativity and innovation, organizational culture, and strategy. The episodes publish in the IdeaCast feed each Thursday in May, after the regular Tuesday episode.

And for more on ethics in the age of AI, check out HBR’s Big Idea on implementing the new technology responsibly.

From politics to sports to business, we tend to glorify those who persevere, show grit, never give up. But former professional poker player and consultant Annie Duke argues that there is also great value in quitting — whether it’s a project, job, career, or company. She walks us through the biases that keep us stuck in the status quo even when other paths would be more fruitful and explains how to make better decisions. Duke is the author of Quit: The Power of Knowing When to Walk Away.

In the early 1990s, publishers told science journalist Daniel Goleman not to use the word “emotion” in a business book. The popular conception was that emotions had little role in the workplace. When HBR was founded in October 1922, the practice of management focused on workers’ physical productivity, not their feelings.

And while over the decades psychologists studied “social intelligence” and “emotional strength,” businesses cultivated the so-called hard skills that drove the bottom line. Until 1990, when psychologists Peter Salovey and John Mayer published their landmark journal article. It proposed “emotional intelligence” as the ability to identify and manage one’s own emotions as well as those of others.

Daniel Goleman popularized the idea in his 1995 book, and companies came to hire for “EI” and teach it. It’s now widely seen as a key ingredient in engaged teams, empathetic leadership, and inclusive organizations. However, critics question whether emotional intelligence operates can be meaningfully measured and contend that it acts as a catchall term for personality traits and values.

4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and scientific management.

Discussing emotional intelligence with HBR executive editor Alison Beard are:

• Daniel Goleman, psychologist and author of Emotional Intelligence
• Susan David, psychologist at Harvard Medical School and author of Emotional Agility
• Andy Parks, management professor at Central Washington University

Further reading:

• HBR: Leading by Feel, with Daniel Goleman
• New Yorker: The Repressive Politics of Emotional Intelligence, by Merve Emre
• HBR: Emotional Agility, by Susan David and Christina Congleton
• Book: Emotional Intelligence, by Daniel Goleman

The idea that maximizing shareholder value takes legal and practical precedence above all else first came to prominence in the 1970s. The person who arguably did the most to advance the idea was the business school professor Michael Jensen, who wrote in Harvard Business Review and elsewhere that CEOs pursue their own interests at the expense of shareholders’ interests. Among other things, he argued for stock-based incentives that would neatly align CEO and shareholder interests.

Shareholder primacy rapidly became business orthodoxy. It dramatically changed how and how much executives are compensated. And it arguably distorted capitalism for a generation or more. Critics have long charged that maximizing shareholder value ultimately just encourages CEOs and shareholders to feather their own nests at the expense of everything else: jobs, wages and benefits, communities, and the environment.

The past few years have seen a backlash against shareholder capitalism and the rise of so-called stakeholder capitalism. After reigning supreme for half a century, is shareholder value maximization on its way out?

4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, scientific management, and emotional intelligence.

Discussing shareholder value with HBR editor in chief Adi Ignatius are:

• Lynn Paine, professor at Harvard Business School
• Mihir Desai, professor at Harvard Business School
• Carola Frydman, professor at Kellogg School of Management

Further reading:

• HBR: CEO Incentives—It’s Not How Much You Pay, But How, by Michael C. Jensen and Kevin J. Murphy
• New York Times: A Friedman doctrine‐- The Social Responsibility Of Business Is to Increase Its Profits, by Milton Friedman
• HBR: The Error at the Heart of Corporate Leadership, by Joseph L. Bower and Lynn S. Paine
• U.S. Business Roundtable: Statement on the Purpose of a Corporation, 2019

In the 1980s, Clayton Christensen cofounded a startup that took over a market niche from DuPont and Alcoa. That experience left Christensen puzzled. How could a small company with few resources beat rich incumbents?

It led to his theory of disruptive innovation, introduced in the pages of Harvard Business Review in 1995 and popularized two years later in The Innovators Dilemma. The idea has inspired a generation of entrepreneurs. It has reshaped R&D strategies at countless established firms. And it has changed how investors place billions of dollars and how governments spend billions more, aiming to kickstart new industries and spark economic growth.

But disruption has taken on a popular meaning well beyond what Christensen’s research describes. Some critics argue that the theory lacks evidence. Others say it glosses over the social costs of lost jobs of bankrupted companies. And debate continues over the best way to apply the idea in practice.

4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as shareholder value, scientific management, and emotional intelligence.

Discussing disruptive innovation with HBR editor Amy Bernstein are:

• Rita McGrath, professor at Columbia Business School
• Felix Oberholzer-Gee, professor at Harvard Business School
• Derek van Bever, senior lecturer at Harvard Business School

Further reading:

• HBR: What Is Disruptive Innovation?, by Clayton M. Christensen, Michael E. Raynor, and Rory McDonald
• New Yorker: The Disruption Machine: What the Gospel of Innovation Gets Wrong, by Jill Lepore
• Business History Review: How History Shaped the Innovator’s Dilemma, by Tom Nicholas
• HBR: Disruptive Technologies: Catching the Wave, by Joseph L. Bower and Clayton M. Christensen

In 1878, a machinist at a Pennsylvania steelworks noticed that his crew was producing much less than he thought they could. With stopwatches and time-motion studies, Frederick Winslow Taylor ran experiments to find the optimal way to make the most steel with lower labor costs. It was the birth of a management theory, called scientific management or Taylorism.

Critics said Taylor’s drive for industrial efficiency depleted workers physically and emotionally. Resentful laborers walked off the job. The U.S. Congress held hearings on it. Still, scientific management was the dominant management theory 100 years ago in October of 1922, when Harvard Business Review was founded.

It spread around the world, fueled the rise of big business, and helped decide World War II. And today it is baked into workplaces, from call centers to restaurant kitchens, gig worker algorithms, and offices. Although few modern workers would recognize Taylorism, and few employers would admit to it.

4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and emotional intelligence.

Discussing scientific management with HBR senior editor Curt Nickisch are:

• Nancy Koehn, historian at Harvard Business School
• Michela Giorcelli, economic historian at UCLA
• Louis Hyman, work and labor historian at Cornell University

Further reading:

• Book: The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency, by Robert Kanigel
• Case Study: Mass Production and the Beginnings of Scientific Management, by Thomas K. McCraw
• Oxford Review: The origin and development of firm management, by Michela Giorcelli
• Book: The Principles of Scientific Management, by Frederick Winslow Taylor

Influential business and management ideas have tremendous influence over us. Like it or not, they shape how organizations are run and how people around the world spend their days. And Harvard Business Review has introduced and spread many of these consequential ideas since its founding in 1922.

HBR IdeaCast is taking this 100th anniversary to ask: how have these ideas changed our lives? And where are they taking us in the future? Each Thursday in October, the podcast feed will feature a bonus series: 4 Business Ideas That Changed the World.

Each week, a different HBR editor talks to world-class scholars and experts on influential business and management ideas of HBR’s first 100 years: disruptive innovation, scientific management, shareholder value, and emotional intelligence.

Listen to the conversations to better understand our work life, how far it’s come, and how far it still has to go.

Work is challenging for lots of reasons, but most of us have probably come to realize that what makes or break a professional experience is people – and sometimes we encounter a boss, peer, or direct report that isn’t at all fun to work with. Amy Gallo is a contributing editor at HBR, and author of the book “Getting Along: How to Work with Anyone, Even Difficult People” and the HBR article “How to Navigate Conflict with a Coworker.” She shares some of the best ways to deal with these

Companies of every size in every industry and part of the world are basing more of their work around projects. And yet research shows that nearly two-thirds of those efforts fail. Antonio Nieto-Rodriguez, who has studied projects and project management for decades, explains how we can do better. He offers advice on the right way to frame projects, how to structure organizations around them, and pitfalls to avoid. Nieto-Rodriguez is the author of the Harvard Business Review Project Management Handbook and author of the article “The Project Economy Has Arrived.”

Suddenly powerless in Tokyo prison after his arrest, Carlos Ghosn plans an audacious escape and flees Japan while out on bail. Out of reach of Japanese authorities, the once celebrated CEO of Nissan and Renault defends his legacy as he faces new investigations by French and other authorities.

In the final episode of a special, four-part series, host Curt Nickisch hears Carlos Ghosn’s side of the story and examines whether system failures contributed to his downfall. Who gave him this extraordinary power to run two global companies on different continents? What role did the corporate governance systems at Nissan and Renault play? What can we learn from his story?

NOTE: If you haven’t listened to the first, second, or third episodes yet, we recommend you start there. The series begins with episode 800 of the HBR IdeaCast podcast.

These episodes ask how Carlos Ghosn went from being one of the world’s most admired CEOs to a fugitive from criminal charges in Japan. What went right — and wrong — during his time leading Nissan and Renault? And what can we learn from it?

This special series is inspired and informed by the new book Collision Course: Carlos Ghosn and the Culture Wars that Upended an Auto Empire.

This episode was produced by Anne Saini. Contributing reporting from Tokyo by Collision Course coauthors Hans Greimel and William Sposato.

Editing by Scott Berinato, Maureen Hoch, and Adi Ignatius. Sound engineering by Tim Skoog. The team includes Sally Ashworth, Adam Buchholz, Rob Eckhardt, Ramsey Khabbaz, Scott LaPierre, Christine Liu, Melinda Merino, and Karen Player.

A decade into Ghosn’s tenure, Nissan starts missing his goals for growth, profits, and electric vehicle sales. Then a devastating earthquake and tsunami in Japan and a self-made crisis at Renault in France test his leadership. Who is holding Ghosn accountable?

In part three of a special, four-part series, host Curt Nickisch explores the cracks that appear in Ghosn’s track record. Did his aggressive performance targets harm Nissan in the long run? Was Ghosn stretched too thin, running two global companies eight time zones apart? Was anyone pushing back on his decisions? And after two decades leading the Japanese and French automakers, what was Ghosn’s succession plan?

NOTE: If you haven’t listened to the first or second episodes yet, we recommend you start there. The series begins with episode 800 of the HBR IdeaCast podcast.

These episodes ask how Carlos Ghosn went from being one of the world’s most admired CEOs to a fugitive from justice. What went right — and wrong — during Ghosn’s time leading Nissan and Renault? And what can we learn from it?

This special series is inspired and informed by the new book Collision Course: Carlos Ghosn and the Culture Wars that Upended an Auto Empire.

This episode was produced by Anne Saini. Contributing reporting from Tokyo by Collision Course coauthors Hans Greimel and William Sposato.

Editing by Scott Berinato, Maureen Hoch, and Adi Ignatius. Sound engineering by Tim Skoog. The team includes Sally Ashworth, Adam Buchholz, Rob Eckhardt, Ramsey Khabbaz, Scott LaPierre, Christine Liu, Melinda Merino, and Karen Player.

When Japan’s most famous CEO is suddenly arrested, conflicts are revealed in the Renault-Nissan Alliance, the French and Japanese auto companies that he led for two decades. Then Carlos Ghosn jumps bail by stowing away in a private jet to Lebanon. His daring escape raises new questions about his alleged financial misconduct and the corporate system that kept him in power. What went right — and wrong — at Nissan? How did Carlos Ghosn go from being one of the world’s most admired CEOs to a fugitive from justice?

This first episode of a four-part special series tells the story of his dramatic turnarounds at Renault and Nissan. Host Curt Nickisch explores Ghosn’s successes, discovering insights on working across cultural divides, winning buy-in on painful changes, and using outsider status to your advantage.

This special series is inspired and informed by the new book Collision Course: Carlos Ghosn and the Culture Wars That Upended an Auto Empire.

This episode was produced by Anne Saini. Contributing reporting from Tokyo by Collision Course coauthors Hans Greimel and William Sposato.

Editing by Scott Berinato, Maureen Hoch, and Adi Ignatius. Sound engineering by Tim Skoog. The team includes Sally Ashworth, Adam Buchholz, Rob Eckhardt, Ramsey Khabbaz, Scott LaPierre, Christine Liu, Melinda Merino, and Karen Player.

Leslie John, associate professor at Harvard Business School, has done some deep research into the ways that people self-promote in their professional lives and identified what works and what doesn’t. She says it is possible tout your own accomplishments without annoying your colleagues, if you do it at the right time or enlist others to boast on your behalf. She notes that many common workarounds — such as humblebragging — are highly ineffective and advises people to not only look for more natural opportunities to self-promote but also try to present balanced views of themselves. She’s full of tips you can put to work, even in virtual settings. John is the author of the HBR article “Savvy Self-Promotion.”

Gorick Ng, career advisor at Harvard, tried to learn about the world of work at an early age, helping his mother search job listings and send out resumes. To launch his own career, he studied hard in school, secured an Ivy League education, and landed a plum job. But he still found himself struggling – as many first-generation college graduates do – because he didn’t understand workplace norms in the way that his (mostly white, middle- to upper-class) peers did.  While they’d been taught how to network, angle for promotions, and “speak the language,” he was left to figure it out on his own. Now, Ng counsels young people on how to avoid those mistakes and take on their first job in a way that puts them on the fast-track to success. He’s the author of the book The Unspoken Rules: Secrets to Starting Your Career Off Right.

Jennifer Aaker, a Stanford professor, and Naomi Bagdonas, an executive coach, say that, even in times of stress and crisis, leaders should use and encourage good humor and levity at work as a way of building employee morale and engagement. That doesn’t mean you have to tell jokes all the time. Instead, figure out what kind of humor works best for you and learn to pinpoint the opportunities for using it to best effect. They explain what makes things funny (hint: surprise) and the pitfalls managers should avoid. Aaker and Bagdonas are the authors of the book Humor, Seriously: Why Humor is a Secret Weapon in Business and Life.

Nashater Deu Solheim, a forensic psychologist and leadership coach, says many people struggle to gain influence with those in their organization who don’t report directly to them. That has only become more difficult in virtual office settings. But she says whether it comes to managing up to your bosses or out to your peers and clients, there are proven techniques to understand others’ thinking and win their respect. She explains her framework of preparation, behavior, and communication methods to do just that. Solheim is the author of the book The Leadership PIN Code: Unlocking the Key to Willing and Winning Relationships.

Christina Maslach, professor of psychology at the University of California, Berkeley, has been studying the causes of burnout, and its impact, for decades. She says that, in a year when everyone feels overwhelmed and exhausted, it’s more important than ever for managers to recognize when and why employees are suffering and take steps to solve those problems. In her framework, burnout stems from not only large workloads but also lack of control, community, and/or reward and values mismatches. She notes that leaders have the ability to pull many of those levers to help their workers. Maslach is the author of The Truth About Burnout and a forthcoming book on the topic.

In 1863, U.S. President Abraham Lincoln wrote a scathing letter to his top Union general, who had squandered a chance to end the Civil War. Then Lincoln folded it up and tucked it away in his desk. He never sent it. Lincoln understood that the first action that comes to mind is often counter-productive. In the third episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn explore Lincoln’s career both before and during America’s greatest crisis. They discover lessons on how to learn continuously, communicate values, and exercise emotional self-control.