Assessment: 10 Strategic Questions for the C-Suite

AI is transforming strategy, execution, and leadership at a pace that exceeds many organizations’ readiness. Yet only 36% of organizations say their leaders excel at embracing AI as a core part of strategy and operations.

Use these 10 questions to assess how well your organization is adapting in a fast-moving world.

Download the assessment

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Full-Immersion Learning: Building Confident and Capable Leaders

Abbey Lewis

October 13, 2025

When you land in a new city, a familiar challenge emerges—how do you see, taste, and experience the most in the little time you have?

For every city, there are hundreds of guides and itineraries, each promising the “best” way to explore. Following one offers structure but also keeps you on rails, walking someone else’s path rather than discovering your own. The experience offers an easier way to explore, but it falls short of being truly transformative.

The alternative is immersion: stepping into the streets, wandering without a script, and experiencing the city in its true state. In those unplanned moments—trying local food, navigating side streets, asking strangers for directions, you begin to understand the city as it really is.

Leadership development is no different. Leaders must master new skills faster than ever. Yet they identify lack of time as the single greatest barrier to mastery. To make the most of scarce time, organizations must shift from traditional learning methods to full-immersion learning.

Full-immersion learning places leaders in business-relevant contexts such as simulations, role play, or real-world challenges where they apply knowledge in real time. It is experiential, contextual, and designed for speed, engagement, retention, and confidence. Among the most effective forms are practice-first learning and action learning projects, which demonstrate how immersion accelerates both skill and impact.

Practice-First Learning: Learning by Doing

Arriving in a new city can feel overwhelming. There are countless streets to explore and hundreds of foods to try. Reading a guidebook may help, but you won’t know which meals you love until you taste them. By exploring first, you discover the city through your own senses—and then deepen your understanding with research.

Practice-first learning creates the same effect in business. Instead of starting with abstract instruction, employees engage directly with real work challenges, experiment, and learn by doing. They recognize their own gaps as they encounter obstacles, then reinforce their knowledge with the applicable research-based concepts. The results are higher engagement, faster skill development, and greater confidence—addressing the issues of low engagement in traditional learning.

Action Learning Projects: Building Skills While Driving Results

When you travel with a group, everyone has different priorities. One person hunts for the best food, another searches for history, and someone else wants art and culture. Without alignment, the group risks a fragmented journey.

Leaders and their teams face the same challenge. Action learning projects solve it by anchoring development in real business issues. Each member brings a different lens, but together they apply knowledge, solve problems, and drive outcomes that matter. The learning is immediate, motivating, and efficient. Skills grow at the same pace as results.

Research confirms this; immersive, contextual, team-based learning doesn’t just accelerate development, it also fuels innovation.

From Wrong Turns to Real-Time Feedback

Even in the best-designed learning experiences, leaders need feedback to know where they stand. Without it, they risk repeating mistakes or overlooking gaps. It’s much like exploring a new city; you may order a dish that looks appealing but doesn’t match your taste. In the process, you learn something new about your preferences.

One of the most persistent challenges in leadership development is identifying and addressing individual skill gaps. Artificial intelligence (AI) now provides the real-time feedback loop leaders have long been missing. By analyzing performance, it not only highlights the gaps but also delivers feedback that is immediate and contextual. Paired with immersive learning methods, AI accelerates the cycle of practice, feedback, and adjustment, enabling leaders to close gaps faster and with greater confidence.

Bottom Line

Travel reminds us that the richest experiences often come when we choose to immerse ourselves in our environment. The meals you remember, the neighborhoods you love, and the insights you carry home come from stepping off the itinerary and plunging into the life of the city.

Immersive learning delivers the same depth in the workplace. When leaders learn in real contexts, it accelerates skill development, fuels engagement, and builds confidence. Leaders are better equipped to apply new skills in ways that spark innovation.

As Harvard Business School’s Ranjay Gulati argues, now is the moment for organizations to lead with courage. By diving into learning head-on and embracing risk, they build leaders with the practical skills to thrive in disruption.

At Harvard Business Impact, we deliver innovative and immersive learning through HBR Spark, combining world-class content, AI-driven personalization, and hands-on experiences such as leadership labs to accelerate growth and performance.  In our blended learning experiences, leaders engage in immersive learning through simulations, business impact projects, and other high-touch methods that connect your business challenges directly and drive meaningful impact.

Full-immersion learning is not just about acquiring new skills—it’s also about transforming leaders into the innovators of the future.

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Leading Through Transformation: Rethinking the Role of Midlevel Leaders

As business imperatives evolve, midlevel leaders are playing an increasingly vital role in leading and executing transformation efforts.

Findings from Harvard Business Impact’s global study of more than 600 leaders highlight this shift:

• 96% of midlevel leaders say they’ve taken on increased responsibility to lead or participate in more transformation initiatives over the past year.
• 65% of midlevel leaders say they provided strategic input or supported the implementation of transformation efforts.

Explore the full infographic for additional insights.

View the infographic

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Midlevel Leaders: The Bridge to Your Organization’s Future

In Harvard Business Impact’s recent survey of 600 midlevel and senior leaders across industries and global regions, both groups agreed that expectations of midlevel leaders continue to rise.

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Scale Innovation with Speed: The ABCs of Leading Innovation

Shruti Patel

August 21, 2025

In an era of constant disruption and complexity, innovation isn’t just a competitive edge, it’s a leadership imperative. That was the core message from Linda A. Hill, Wallace Brett Donham Professor of Business Administration at the Harvard Business School, during her powerful keynote at the Harvard Business Impact’s 2025 Partners’ Meeting.

Drawing from her upcoming book Genius at Scale: How Great Leaders Drive Innovation, Professor Hill challenged traditional notions of innovation as the responsibility of Research and Development (R&D) or a handful of creative thinkers. Instead, she framed innovation as a collective, organization-wide capability. One that can only thrive when leaders are equipped to foster collaboration, experimentation, and bold execution at scale.

Why Innovation Fails to Scale

Many organizations generate great ideas but struggle to implement them broadly. Professor Hill identified a critical gap: the ability to scale innovation with speed.

Whether it’s digital transformation or operational reinvention, scaling requires more than strategy, it demands leadership behaviors that mobilize cross-functional momentum.

The ABCs of Leading Innovation

Professor Hill introduced a powerful framework from her research: the three leadership roles required to innovate at scale.¹

1. Architects – Design the conditions, systems, and values that enable innovation across the enterprise.
2. Bridgers – Connect silos, build internal and external partnerships, and foster diverse perspectives.
3. Catalysts – Mobilize people to act on bold ideas and co-create solutions at speed.

Organizations that succeed in embedding innovation, Professor Hill explained, are those that develop leaders who can move fluidly across these roles, not just at the top, but at every level of the organization.

From Collective Genius to Genius at Scale

Professor Hill’s earlier book, Collective Genius: The Art and Practice of Leading Innovation explored how great leaders cultivate environments where innovation thrives. And Genius at Scale builds on that foundation, focusing on how to operationalize and embed innovation across large, complex organizations navigating transformation.

Her call to action: stop treating innovation as episodic. Instead, make it a continuous, scalable capability, supported by leaders who know how to design culture, connect systems, and ignite progress.

Final Reflection: Are You Building Bridgers?

Professor Hill shared a candid insight from a recent executive conversation: “We don’t have enough leaders who can bridge.” The immediate reaction? Replace them. Her response? “Not so fast.” If we aren’t rewarding collaboration, partnership, and ecosystem thinking, we’re not enabling leaders to bridge, we’re discouraging it.

Instead of replacing talent, we should be developing leaders with the mindsets and behaviors needed to lead across functions, markets, and sectors. Because in today’s environment, real transformation doesn’t just require innovation, it requires integration.

1. Hill, L.A., Tedards, E., Wild, J. and Weber, K., 2022. What makes a great leader? Mastering the ABCs of innovation at scale. Harvard Business Review, 19 September. Available at: https://hbr.org/2022/09/what-makes-a-great-leader ︎

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Why the Tortoise Doesn’t Win Anymore: Speed to Skill as a Competitive Advantage

Mark Marone, PhD

August 18, 2025

For 2,000 years, the fable “The Tortoise and the Hare” has offered a lesson in patience and persistence. “Slow and steady wins the race,” the story goes. Deliberate, methodical progress beats speed.

But in today’s business landscape, that moral increasingly feels outdated.

Welcome to an era where speed to skill—how quickly individuals and organizations can learn, adapt, and apply new capabilities—has become a defining competitive advantage. In fact, it may be the only sustainable competitive advantage left. The new race is to see who learns fastest, applies that learning in real time, and gets maximum ROI before the landscape and the skills needed to navigate it shift again.

The Hare Learns a Lesson

In the classic tale, the hare loses. The advantage of his natural speed is undermined by his arrogance and complacency. But imagine a different version: one where the hare has learned his lesson and recognizes there is no time for napping under a tree. Instead, he scans the terrain for the best way forward, learns from every misstep, and uses those lessons immediately to move ahead, smarter and faster.

That’s today’s winning strategy in business. Companies are now consciously improving their speed to skill, making them more agile and adaptive. And they’re pulling away from competitors, even those making slow but steady progress.

Institutionalizing Learning at Speed

On the cutting edge are companies like Google and OpenAI, which approach learning like an extreme sport. OpenAI, for example, has built systems that treat every launch as a learning opportunity. Nearly 100% of releases are A/B tested, and those insights feed back into rapid cycles of iteration, dramatically increasing what some call their “learning velocity.”

At Google, speed to skill is also measured with surgical precision, especially on engineering teams. Through its DORA (DevOps Research and Assessment) framework, Google tracks how long it takes teams to deploy new code, recover from failures, and iterate changes. These metrics reflect how fast teams learn from the real world and integrate that learning into the product.

Speed to Skill at Scale

Learning velocity isn’t limited to tech companies. Unilever has become a global model for what it means to build speed to skill at scale. Through its internal talent marketplace, employees can map their own career paths and identify the skills they’ll need. They can access relevant learning and apply their new capabilities immediately by volunteering for short-term internal gigs. For instance, a marketing professional can learn basic data analysis and then test that skill in a data-driven project in a time frame of just weeks.

This integration of learning, doing, and performing creates a virtuous cycle: faster skill acquisition, faster application, and a faster impact on the business. It’s no coincidence that Unilever consistently ranks among the most future-ready global companies.

Why This Matters Now

The half-life of skills is shrinking, quickly. The World Economic Forum predicts that by 2027 44% of workers’ core skills will be disrupted. AI is transforming job roles at a pace that is making some training programs obsolete before they can be completed.

And the pressure for speed is mounting. According to our 2025 Fast, Fluid, and Future-Focused study, 55% of organizations say that incorporating gen AI, AI, or machine learning into business practices is a top priority this year. It follows that nearly half also said there are significantly increased expectations of leaders to upskill their teams in AI.

Faster training delivery alone isn’t the full solution to the problem of accelerating speed to skill. Organizations must first understand the skills they will need, something that must go hand in hand with setting strategy. Second, the training must be effective and applicable. Third, it all needs to happen within an organizational culture that embraces the application of new skills—a change-seeking organization. It is a task for which many business leaders and organizations aren’t fully prepared.

A New Moral for a New Race

So what’s the takeaway for business leaders?

The lesson isn’t that speed always wins. It’s that learning speed wins in a world that rewards insight, agility, and action.

If you’re a leader, ask yourself:

• Is learning embedded in our C-suite strategy discussions?
• How quickly can our teams integrate new technologies, tools, or processes? How do we know?
• Knowing our strategy, do our people have the opportunity to help identify the skills they are going to need?
• Does our leadership create a psychologically safe environment that is conducive to applying new skills?
• Are our performance measurements and incentives aligned with accelerating our organization’s learning velocity?

To compete in this new race, organizations must design for speed to skill. It’s not just about training programs but also systems and environments that make learning continuous, contextual, and integral to performance.

When it comes to learning, it’s time to retire the old fable. The new one is being written every day by companies that are learning their way to the finish line—faster than ever before.

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Beyond the Survey: Design Learning Data for Real-Time Impact

Susan Douglas, Ph.D.

August 5, 2025

This post is co-authored by Susan Douglas, Ph.D., Professor of Practice at Vanderbilt University and an executive and team coach, and Patrick Voorhies, Ed.D., Manager, Talent & Development, Motiva Enterprises.

What if your learning data didn’t just prove that people liked your programs, but actively fueled curiosity, conversation, and change – while learning was happening?

In a highly competitive and volatile global market, organizations have become increasingly attuned to the need for evidence-based or data-informed decision making. Organizations analyze and report on a host of measures, delivering data to senior executives to guide their decisions. Advancements in technology, such as generative AI, are making data capture and use increasingly accessible to better build the evidence base.

While it is widely recognized that leaders must demonstrate how their investments drive organizational objectives, the challenge lies in consistently meeting this expectation. Talent development leaders already understand how important it is to:

• Articulate the story of how learning and development programs contribute directly to business outcomes.
• Establish clear learning and development metrics, targets, or benchmarks to use to assess the value of learning to the organization.
• Efficiently deliver learning and talent analysis and insights aligned with organizational goals and objectives.
• Leverage data to evaluate workforce skills, competencies, and capabilities in relation to business needs.

The struggle comes when organizations try to show the close connection between learning interventions and business objectives. In our examination of how organizations measure learning and leadership development, we frequently encounter three myths that drastically disconnect learning metrics from organizational learning.

Myth #1

Measuring satisfaction with a learning program tells us something important.

Measures related to how much learners enjoyed an experience don’t usually connect to the real impact on the business unless they are wildly dissatisfied. In fact, research on learning suggests that challenging experiences that lead to growth often don’t earn the most positive ratings from participants. We have too often seen measurement focus on what can be measured rather than what is meaningful to measure.

Attendance and net promoter scores have their rightful place in a comprehensive learning evaluation system. They help you understand the whole picture of what is going on with a program and provide useful insights for quality control and benchmarking. But they are not the best way to answer stakeholders’ and executives’ concerns around a program’s ability to influence business outcomes. They are only the first step in what we call a “chain of outcomes” that integrates a series of measures of how a program was experienced. This approach applies theory-based measures of short- and long-term changes in knowledge, skill, and behavior that predict real business impact.

Myth #2

Connecting learning experiences to behavior change is too difficult.

We acknowledge that survey fatigue is real and that attempts to collect data in the weeks and months after a learning program are minimally useful. Self-reporting provides only a limited slice of a leader’s behavior. Research methods that control for all the reasons why people change that have nothing to do with training are costly and lack fit with the dynamic business context.

Instead, imagine what data might result if you drop the surveys altogether (most of them anyway) and instead embed micro-data collection points throughout a learning experience. This creates opportunities for feedback loops that can be part of the learning experience itself. This is a better fit for how adults learn and even better, it transforms the why behind data collection.

Our research on measurement-based health care shows that people are much more willing to answer questions that directly impact their experience, which ultimately contributes to more and higher quality data that can then be aggregated to benefit organizational learning.

Myth #3

We evaluate to know what something is worth.

Okay, we recognize this is a controversial thing to say when we are talking about evaluation. Now that we’ve got your attention, here’s what we mean. Collecting data to evaluate the merit or worth of something is always a political activity. Emerging leaders want the program to continue because it will enhance their chances of promotion. Senior leaders believe in the program because it enhances the company’s reputation as a place that develops leaders. And yes, talent development leaders want to prove that their programs matter and enhance the business. When these things are true (and even when they are not?), organizations tend to hold learning data too close.

While talent development leaders may share metrics with HR or management, they often don’t put the data in the hands of those who can make the biggest difference with it. It’s not enough to generate data dashboards and produce reports. What’s needed is to integrate real-time relevant data into a dialogue about what we can do more of, do less of, or do differently to increase impact.

It’s time to move beyond using data only to prove something. The real power of data comes when organizations use it as a catalyst to spark curiosity, fuel shared learning, and inspire collective action—an essential shift too many still overlook.

From Transaction to Transformation: Embedding Micro-Data for Real-Time Learning

Too often, learning data collection is treated as a post-training transaction — a quick survey asking participants to rate their experience after the fact. The result? Feedback becomes an afterthought, disconnected from the actual learning. And learning and development (L&D) teams are left relying on goodwill for insights that may never arrive.

We propose a shift: from evaluation as an endpoint to evaluation as a learning strategy. When you embed data collection directly into the learning experience, you turn insight into action — in the moment.

This approach puts learning data closest to where decisions are being made. Here’s how to start:

1. Ask Questions that Shift the Learner

Design questions that do more than gather opinions – ask ones that evoke insight, awareness, or behavior change. These questions should feel like part of the learning itself, not a separate task. When data collection deepens the learner’s engagement, you get useful data for evaluation and training impact.

2. Share Results in Real Time

As data is collected, make results visible immediately within the learning experience. Show participants how their responses are shaping the journey. This not only builds trust but creates opportunities for real-time customization – even in asynchronous settings.

3. Build a Feedback loop that Powers Learning

When questions are well-designed and responses are used immediately, you unlock a powerful feedback loop. Data isn’t just captured – it is applied. Even self-reported outcomes, gathered throughout the experience, can be woven into a story of change that speaks to both learner and organizational impact.

This model requires more intention from L&D teams but delivers far greater value to learners and to the organization. Measurement of leadership development that is embedded in the “Why?” – what we call the theory of change – creates a pathway that shows impact across individual leaders, teams, and the organization. Visualizing the path, as shown below, helps create the connections forward when planning leadership programs and backward when measuring crucial outcomes.

Pathway to Embedding Leadership Development Outcomes

The key question isn’t “Can we do this?” but “How might we?”

The real magic happens when we use data as a starting point to explore, engage, and evolve together. Ultimately this is about strengthening a culture that values execution, which is about getting it right, and learning, which is about getting it better. Creating data transparency and pushing information access to the people who can drive the change requires shifts in candor, as it changes how we lead, listen, and design programs.

Our model is more than a method – it’s a mindset. If you’re ready to move beyond proving value to creating it in real time, we invite you to experiment, reflect, and learn with us. In our next post, we will showcase organizations that are taking a human-centered systems thinking approach with learning measurement.

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The Fluid Future of Work: Rethinking Roles in the Age of Intelligent Machines

Mark Marone, PhD

July 25, 2025

As AI advances, human employees’ roles are evolving in unpredictable ways. Organizations must now anticipate and prepare for nonlinear role shifts, where job responsibilities fragment, fuse, or disappear altogether. The ability to proactively adapt leadership, learning, and development strategies to this new reality is emerging as an important competitive differentiator.

To meet this challenge, learning and development (L&D) must not only close current skills gaps but also forecast future ones. This means redefining how we think about jobs, how we develop talent, and how we support leaders who are navigating uncharted organizational terrain.

The Need to Prepare for the Nonlinear Evolution of Roles

In an AI-transformed world, job roles are being rapidly reshaped. Traditional workforce planning models aren’t enough to get the job done. Organizations are faced with the need to rethink their approach to workforce planning and development.

This imperative, which we call predicting the nonlinear evolution of roles, was identified by global leaders as one of the three most urgent objectives in our 2025 Global Leadership Development Study. Alongside the rise of digital labor and the acceleration of AI, it is changing not just how work gets done but also who does it and what capabilities they need to succeed.

For decades, workforce planning has typically followed a relatively linear and role-based approach: define the roles needed to support strategic goals, identify the skills and experiences required for each, and create structured career paths to build proficiency. That model no longer works. Today, leaders must anticipate role changes before they happen and equip teams to adapt in real time.

In our study, 44% of respondents said their organization is placing greater emphasis on upskilling and reskilling within leadership development. And almost half (45%) said expectations are rising for leaders to actively support their own teams’ AI upskilling.

These trends highlight the fact that leaders themselves are seeing their roles change, sometimes dramatically. Moves that create entirely new leadership roles, such as merging IT and HR departments, are making headlines.¹ Leaders are increasingly valued as sense makers who can deal with complexity and guide AI-enabled systems rather than as decision makers and subject matter experts. They are navigating new responsibilities that may not have existed a year ago, and that may change again in six months.

AI Is Driving and Redefining Role Evolution

As AI tools grow more sophisticated, they are no longer simply assisting with tasks. Increasingly, they are performing end-to-end processes autonomously. In many companies, AI has already evolved from the role of helpful assistant to agent.

One multinational company we interviewed shared their use of a “4B” framework to determine how work gets done in the future: Will a task be handled by human talent that is bought, built, or borrowed? Or will it be transferred to a bot or button (AI)? This type of thinking, which was once rare, is becoming common across industries and functions.

In some cases, AI orchestrates entire workflows. Take UBS, for example. Since 2024, the financial firm’s AI-driven service approves loans without human intervention. Credit officers didn’t disappear, but their responsibilities changed. Today, they define parameters, conduct scenario testing, and coach AI systems rather than make each decision themselves.

That kind of shift has implications for how we design leadership development. L&D teams must prepare leaders to take on new responsibilities, some of which may not be clearly defined yet. This requires not only technical upskilling but also a rethinking of leadership identity, agency, and capability.

What’s at Stake: Leadership Pipelines and Capability Gaps

The nonlinear evolution of roles affects more than just current job holders; it upends the traditional leadership pipeline. In industries where AI displaces entry-level roles, organizations may lose the proving grounds where future leaders once developed. Without action, this will create serious capability gaps down the road.

That’s why the most forward-looking companies are redesigning development paths to reflect the new reality. They are investing in tools to model likely role changes, analyze skill adjacency, and forecast future workforce needs. Crucially, they are embedding learning earlier and more broadly to build readiness, not just at the top but across the enterprise.

What L&D Can Do Now

So how should L&D leaders respond? Start by shifting the question from “What does this role require now?” to “What will this role likely become?” Then, work backward. What experiences, knowledge, and capabilities must be built today to support success tomorrow?

Effective teams are:

• Building dynamic role profiles that adapt as new technologies and business models emerge
• Integrating AI into workforce planning tools to simulate different futures and surface new opportunities
• Redesigning development programs to account for lateral moves, hybrid roles, and new leadership expectations
• Supporting leaders through transitions, helping them redefine their contributions as machines take over more routine tasks

This is not about predicting the future perfectly. It is about being prepared for many possible futures and helping people adapt and thrive in any of them.

The Bottom Line

Static job descriptions are a thing of the past. The future requires leaders who recognize that human and digital roles will be frequently reimagined. To lead in this world, people must be trained not just to perform but to pivot.

The role of L&D is no longer to close skills gaps. It is to help organizations anticipate them. And to do that, L&D leaders must be fast, fluid, and relentlessly future-focused.

Now is the time to rethink not just what we teach but why we teach it and whether it’s what’s needed to prepare people for what lies ahead in the world of work.

Explore further insights by downloading our 2025 Global Leadership Development Study: Fast, Fluid, and Future-Focused.

Research Report

2025 Global Leadership Development Study: Fast, Fluid, and Future-Focused

Download

1. Bousquette, Isabelle, “Why Moderna Merged Its Tech and HR Departments,” CIO Journal, May 12, 2025. https://www.wsj.com/articles/why-moderna-merged-its-tech-and-hr-departments-95318c2a?utm. ︎

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Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units

Rebrand affirms the company’s bold vision to develop leaders through transformative learning.

Boston, MA – June 4, 2025 – Harvard Business Publishing (HBP) announced today the launch of Harvard Business Impact, a new brand identity for its Corporate Learning and Education market units.

This new identity reflects a shared purpose: to shape the future of leadership by empowering individuals, teams, and organizations with transformative, research-based learning experiences. It also reinforces HBP’s mission to deliver measurable, lasting impact across both global enterprises and educational institutions—by developing leaders who can navigate complexity and drive progress.

The new brand and logo signal a bold, modern approach to leadership development while maintaining the academic rigor and quality that are hallmarks of the Harvard name. The unified brand creates a cohesive voice in the market, amplifying HBP’s ability to meet the evolving needs of leaders and learners worldwide.

“Harvard Business Impact communicates our belief that lasting leadership is built through continuous, applied learning,” said Sarah McConville, Co-President of Harvard Business Publishing. “Under this new identity, we are bringing the full power of our insights, partnerships, and learning expertise to move leaders forward at every stage.”

With a presence in over 75 countries, Harvard Business Impact serves more than 300 enterprise clients and over 4,000 educational institutions. Its two dedicated units—Enterprise and Education—deliver transformative learning experiences that span the full leadership journey, from students in the classroom to executives in the boardroom.

The Education unit at Harvard Business Impact empowers academic institutions to deliver active learning experiences that prepare students for the complex challenges of their future work. With over 65,000 learning materials—including case studies, simulations, articles, and online courses—paired with expert teaching guidance, the group equips educators to shape the next generation of global business leaders and thinkers.

The Enterprise unit at Harvard Business Impact partners with global organizations to design and deliver leadership development programs that drive transformation at scale. Solutions are designed to build leadership capabilities across the enterprise—from emerging leaders to senior executives—through immersive, scalable, and contextualized learning experiences.

Harvard Business Publishing continues as the parent organization, encompassing both Harvard Business Impact and Harvard Business Review. Harvard Business Review remains the leading destination for smart management thinking. Together, they provide a unified platform for leadership development and insight.

About Harvard Business Impact
Harvard Business Impact builds leadership capabilities across organizations and institutions worldwide. Through research-based insights, real-world relevance, and a commitment to continuous growth, the brand empowers individuals and teams to navigate complexity, drive transformation, and lead with confidence. Harvard Business Impact is part of Harvard Business Publishing, an affiliate of Harvard Business School.

About Harvard Business Publishing
Harvard Business Publishing was founded in 1994 as a not-for-profit, independent corporation that is an affiliate of Harvard Business School. Its mission is to empower leaders with breakthrough ideas that solve problems, that elevate performance, and that unlock the leader in everyone. Through its articles, books, case studies, videos, learning programs, and digital tools, HBP reaches thousands of organizations and millions of subscribers and social media followers worldwide.

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How to Create a Successful Leadership Development Program

At Harvard Business Impact, we partner with organizations to craft tailored learning experiences for leaders across all levels. Though each collaboration is unique, there is a proven process for designing and developing impactful learning initiatives.

Leverage our checklist to help your organization develop a leadership development program that delivers results.

Get the checklist

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The Vicious Cycle Preventing Your People from Adapting to Change

In Harvard Business Publishing’s survey of more than 3,400 full-time employees across 11 countries, 45% reported feeling stressed or burned out 1x a week or more.

Pressure to change faster, especially without sufficient support, creates more stress, uncertainty, and negative emotions, further increasing people’s resistance and the risk of failure.

By increasing people’s confidence, sense of well-being, and resilience to stress, human-centered leadership has the potential to help people adapt more easily.

View the infographic

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