John Cutler

Somewhere in your organization, you have a completely well-meaning, qualified, empathetic executive—maybe the CEO, perhaps the CFO, someone—screaming (quietly) to themselves, "What the hell is going on?" It's obvious something is wrong—to everyone—but no one can seem to give them a straight answer on what it is (though everyone has a multitude of theories). And when that executive asks for someone, anyone, to take some sort of accountability for the state of things, they get bombarded with self-serving theories and hand-waving.

Emma Seppälä

Everyone struggles to manage their emotions at times. It’s normal to have negative feelings and we can’t expect ourselves – or others – to leave those behind just because we’re at work. But those negative emotions can be detrimental to our relationships, performance, focus, and overall well-being. So it’s worthwhile to hone our emotional intelligence skills that help us handle negative feelings.

Frances Frei

A conversation with Harvard Business School professor Frances Frei on how to solve any problem in five clear steps.

Paul Leinwand, Sundar Subramanian, and Mohib Yousufani

Typically, organizations in the midst of transformation efforts spend significant time and resources trying to correct massive amounts of “technical debt” — the price of years of short-term decisions and prioritizations that result in an overly complex technological infrastructure. But equally challenging is managing organizations’ often undiscussed “process debt” — the build-up of often antiquated, functionally isolated, and customer-disconnected ways of doing work.

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