Global companies often blame collaboration failures on cultural differences, but the bigger problem is usually organizational design. Time zones, language, and national culture create unavoidable friction; what determines success is how companies structure decision-making, knowledge sharing, and relationships between headquarters and regional teams.

Companies can improve collaboration by better understanding how employees’ personality traits affect team dynamics.

And a response to Judd Antin’s ‘UX reckoning’ piece.

Organizations are rushing to embed AI into core decisions, but frontline workers are left to explain outputs they neither created nor fully understand. In a multi-year field study spanning banking, recruitment, and biotechnology, researchers found that employees rarely relay AI results verbatim; they mask, amplify, or complement them depending on how the AI has been implemented. These hidden practices shape whether AI is trusted, resisted, or quietly subverted—and where professional risk lands.

Our Management Tip of the Day newsletter continues to be one of HBR’s most popular newsletters. In this article, we’ve compiled 10 of our favorite tips on setting strategy when the path is unclear, from how to find your organization’s strategic center to how to build your tolerance for uncertainty.

Frontline employees often know exactly what’s preventing organizations from performing at their best, yet traditional engagement surveys rarely uncover those insights or translate them into action.

Are you drowning in work? While I mostly speak with project and program managers, or “people” managers, everyone seems to have the same problem: too much to do and too little time to do it. As a result, too few people can focus on what they need to do, first, second, and then, third.

It was always going to be risky, changing Prime Ministers in silly season. The rumour mill is spinning even faster than normal. This weekend, there were reports that Burnham will scrap the UK’s Department for Science, Innovation and Technology; some suggested that this shows the new government is not on the side of Silicon Valley. It’s not clear yet if this argument fell half-baked from camp Burnham, or was briefed out by a civil servant. Whether true or not, it is a bad idea as stated. But like many bad ideas, it hides a good idea within it.