Many organizations are investing heavily in AI, but too few are asking the most important question: What problem are we actually trying to solve? Journalist and author Josh Tyrangiel argues that successful AI adoption has far less to do with choosing the right model and far more to do with identifying the right business challenge—and following through. He shares why executives should resist the pressure to become "AI-native" overnight and instead focus on targeted, high-impact problems where AI can create measurable value. He also offers practical advice on improving operations, communicating change across an organization, and avoiding the costly mistake of treating AI as a strategy rather than a tool, with examples from the healthcare sector and beyond. Tyrangiel is author of the book AI for Good: How Real People Are Using Artificial Intelligence to Fix Things That Matter.

How do you reinvent an 80-year-old company without losing what made it successful in the first place? In this special episode, as part of the recent HBR Leadership Summit 2026, Mattel CEO Ynon Kreiz explains how he transformed the iconic toy maker into an IP-driven entertainment company that creates movies, games, live experiences, and digital products alongside its toys. He shares how simplifying strategy, reshaping talent, and fostering a culture of innovation helped drive the company's turnaround, why AI is accelerating product development without replacing creativity, and what leaders can learn about managing change, protecting trusted brands, and building organizations that are ready for the future.

When the stakes are high and the clock is ticking, how do great leaders make the right call? Sports performance consultant Alan McCall and sports scientist Johann Bilsborough say that leaders can improve decision-making before, during, and after critical moments, based on lessons they've learned from elite sports coaches. They share research on why preparation matters more than instinct, how to filter signal from noise, and why trust and relationships often determine the quality of decisions long before a crisis occurs. McCall and Bilsborough are coauthors, along with Adrian Wolfberg and Ricard Pruna, of the HBR article "How Elite Sports Coaches Make High-Pressure Decisions."

Most leaders know they need to innovate, but many take a strong instinct and hold too tightly to an idea, rather than testing, experimenting, and playing to find the best solution. Mark Pincus, founder of Zynga, argues that by approaching product development with more curiosity, humility, and experimentation, leaders can improve their odds of building something people truly love. He shares lessons from launching hit products, scaling a fast-growing company, and creating a culture where play, rather than perfectionism, drives innovation. He explains why leaders should focus less on originality and more on understanding what already works and how to identify breakthrough opportunities. Pincus is the author of Life at the Speed of Play: Launch Products People Love.

Most leaders assume that when employees break rules, punishment is the answer. But according to researcher Michael Gill, associate professor at the University of Oxford Saïd Business School, that mindset overlooks a crucial reality: not all rule breaking is self-serving, and some of it may actually help organizations perform better. He explains his research synthesizing more than 250 studies and details the four main motivations behind why people break rules, why repeated violations may signal deeper organizational problems, and how leaders can distinguish harmful misconduct from employees trying to help customers, colleagues, or the business itself. Learn more in the HBR article How the Best Leaders Respond to Rule Breaking.

Meetings are one of the biggest drains on time, energy, and morale at work, yet most managers are never actually taught how to run them well. Paul English, cofounder of Kayak, argues that organizations underestimate just how costly bad meetings can be. He says meeting culture is one of the most overlooked drivers of productivity, morale, and organizational effectiveness. Drawing on lessons from companies like Amazon, LinkedIn, Airbnb, and Shopify, as well as his own experience building high-performing teams, he explains how leaders can run meetings that create clarity, energy, and better decisions instead of frustration and fatigue. English is the author of the book The Meeting Book: How the Best Companies Meet Better.

What does it take to manage a complex global institution when change is constant and resources are scarce? For Kelly T. Clements, Deputy High Commissioner at the UN Refugee Agency (UNHCR), it's about building resilient teams, partnering across sectors, and balancing operational efficiency with humanity. In her more than a decade with the agency, Clements has helped steer key reforms in challenging circumstances, and she shares lessons for both public and private sector leaders about how to modernize systems, decentralize decision-making, and embrace innovation.

Why do so many organizations lose their way as they grow? Eric Ries, entrepreneur and author, says that corruption inside companies rarely begins with bad people or dramatic scandals. More often, it emerges slowly, through broken incentives, unchecked bureaucracy, and systems that reward the wrong behaviors. He explains why even successful organizations drift from their values, and what companies can do to stay adaptable, trustworthy, and mission-driven as they scale. Ries wrote the book Incorruptible: Why Good Companies Go Bad... and How Great Companies Stay Great.

Why do we replay cryptic emails, small workplace slights, and past business decisions over and over in our heads? Science journalist Donna Jackson Nakazawa has looked deep into the research and discovered the hidden brain mechanisms that get us into these loops. She explains why a need for achievement, as well as modern work culture, make the problem worse. And she shares practical techniques for recognizing when reflection has crossed into rumination, interrupting destructive thought patterns, and helping teams create more psychological clarity and safety. Nakazawa is author of “Mind Drama: The Science of Rumination and How to Outwit Your Inner Defeatist”.

Why do so many organizational change efforts stall or flat out fail? Julia Dhar, managing director and partner at Boston Consulting Group, says the problem often isn’t strategy, it’s behavior. Leaders spend enormous time designing change, but far less understanding whether employees are willing, motivated, and equipped to adopt it. She shares research around how leaders can create genuine alignment, and what it takes to sustain momentum once the novelty fades. Dhar is coauthor, along with Kristy Ellmer and Philip Jameson, of the book "How Change Really Works: Seven Science-Based Principles for Transforming Your Organization".