Decision making and problem solving

New research underscores the risks of relying on the tools without questioning what they may not know.

A study on climate solutions shows how the technology can help leaders track trends, identify changing markets, and seize emerging opportunities.

An HBR Executive Masterclass with HBS professor Linda A. Hill on how to steer the ship even when you can’t see through the fog.

Three ways CEOs can ensure their senior leaders remain aligned.

Insights from conversations with CEOs, CHROs, and innovation leaders.

A Q&A with strategy expert Martin Reeves.

Start by framing it as the guiding force behind your company’s biggest decisions.

Experience is often seen as the key to growing as a leader. But knowing what to let go of can be just as important.

A five-year study of a leading pharmaceutical company illustrates how to leap forward when there’s no clear data, no well-worn path, and no guarantee of success.

An HBR Executive Masterclass with Antonio Nieto-Rodriguez.

Insights based on a survey of 500 organizations.

How to sanity-check models, think probabilistically, and distinguish sound decisions from noisy outcomes.

And what these findings could mean for you and your business.

The structural traps that undermine enterprise negotiations—and how to escape them.

The C-suite, business-unit presidents, regional CEOs, and functional heads should operate as a single, interconnected system.

Four strategies to protect long-term value while operating under short-term pressure.

A guide for leading through chaos, without losing direction.

Five ways to preserve imagination, morale, and momentum through fear and uncertainty.

A study of 27,000 healthcare workers found that those who felt safe speaking out were less stressed, less likely to burn out, and more likely to stay—even when resources were tight.

When companies focus on cost cutting and hoarding cash, they can alienate customers, employees, suppliers, shareholders, and communities—just when they’re needed most.