Companies often make consequential bets on talent based largely on instinct. Research on more than 4,200 musicians suggests a more systematic approach. Managers should assess three forms of capital: commercial track record, networks, and professional credibility. They can then use collaborations, stretch assignments, and well-timed risks to fill gaps and build careers. The goal isn’t simply to identify the most talented people; it’s to orchestrate opportunities that help them succeed over the long term.

AI adoption has a gender gap that’s costing women credibility, recognition, and career advancement.

ALSO: Daniel Susskind cuts through the noise of AI & jobs We’ve known for a long-time how important workplace friendships are for employee retention, customer satisfaction and workforce happiness. But a new report from KPMG is a powerful indicator that workplace bonds dial up the emotions on all asp

In 1965, Harvard Business Review surveyed 2,000 male and female executives to track perceptions of women in leadership. Since then, researchers have replicated that study every twenty years to gauge shifting attitudes toward women in top posts. In this latest installment, which includes responses from 193 senior U.S. executives, supported by in‑depth interviews and several new questions, researchers have found some troubling backsliding: Men and women now diverge sharply on whether women are judged more harshly, held to higher standards, and advance through genuinely meritocratic systems.

Discover what prevents a people-centered learning culture and how leadership behavior can create lasting continuous improvement.

Personality and “strength” tests at work have never sat right with me.

Meta tried to shrink engineering teams around AI and boosted code output 220%, but shipped features rose just 36%.

When demands increase while resources shrink, leaders can’t simply absorb the extra work or push an already-overextended team harder. Both approaches carry costs: burnout for you, and eroded trust and attrition for your team. The better approach is to rethink how the work gets done and who has the authority to do it.

Companies are pouring money into AI but often failing to generate enterprise-wide returns because they automate individual tasks rather than redesign the workflows that produce business value. This typically results in one or more of four failures: accelerating tasks rather than value, ignoring unhappy outcomes, overlooking the end-to-end flow of work, or optimizing the wrong metric.

A real-world example of curing corporate bureaucracy: how Zhang Ruimin used Zero Distance at Haier to break the 'big business syndrome' loop.

A growing number of developers are rejecting AI, even when it costs them clients, job offers, and their careers.