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The article discusses the concept of "proximity" as a strategic approach for meeting customer demand quickly. It highlights how digital technologies are bringing value closer to the moment of demand in time and space, enabling personalized solutions at the point of demand. The article outlines four key shifts that enable proximity: from physical to digital customers, economies at scale to personalization at scale, search to creation, and customer-centric to ecosystem-centric mindset. It also provides four steps for strategists to identify potential strategic moves that proximity offers, emphasizing the importance of envisioning, assessing barriers, brainstorming trends, and mapping opportunities. [Extracted from the article]

The article "How to Avoid Strategy Myopia" by Seth Godin discusses the importance of focusing on long-term strategy rather than prioritizing the urgent, proven, and easily measured aspects of business. It highlights examples of companies that missed opportunities due to strategy myopia and provides principles for successful leadership, such as refusing false proxies, choosing customers over products, selecting the right team, starting with small solutions, and asking interesting questions. The article emphasizes the need for leaders to work on strategy today to ensure future success. [Extracted from the article]

The article "How to Master Conflict Resolution" from Harvard Business Review Digital Articles discusses the importance of conflict resolution skills in the workplace. Conflict is a normal part of interacting with others, and it is essential to handle it effectively. The article explains the process of conflict resolution, the benefits of engaging in conflicts productively, and provides principles to keep in mind during the conflict resolution process. It emphasizes the importance of actively listening, understanding different perspectives, and regulating emotions to reach mutually acceptable solutions. [Extracted from the article]

The article discusses the decline in social media spending among marketers, citing reasons such as a cluttered landscape, consumer fatigue, and difficulty in measuring social media's impact on company performance. It also highlights the emergence of retail media as a competitor to social sites and provides recommendations for leveraging social media effectively, such as utilizing LLMs for content creation and integrating social media with other channels. The article emphasizes the importance of creativity, real-time responsiveness, and influencer collaborations in maximizing social media ROI. [Extracted from the article]

Retail health clinics in the United States, operated by companies like CVS Health, Walmart, and Walgreens, were once popular but have recently faced challenges. These clinics were initially seen as a promising model for primary care delivery, but recent announcements of closures by these companies have raised questions about their viability. One issue is that retailers do not view primary care as a core business, which limits the strategic importance and financial investment in these clinics. Additionally, the majority of retail clinics are located in urban areas, making them inconvenient for many people. To succeed, retailers should make primary care a core business, expand into rural and suburban communities, move into complex care with higher margins, and partner with other providers. However, it remains to be seen if retailers are willing to make these bold moves. [Extracted from the article]

The article explores the effects of both right- and left-wing populists on economies and businesses. It argues that populist leaders, regardless of their political leaning, tend to have negative impacts on economic conditions, including lower stock returns and higher inflation. Populist leaders often implement business-friendly policies initially, but these can lead to long-term economic deterioration. They may also resort to measures associated with left-wing populists when faced with economic challenges. Populist leaders concentrate power, increase corruption, and undermine the rule of law, which is detrimental to businesses. The article suggests that businesses should be cautious, engage in scenario planning, and actively engage in politics to mitigate risks. [Extracted from the article]

The article discusses a new leadership model called "leading through" that emphasizes doing good, caring for people, and mobilizing them to solve problems. The authors argue that this approach is necessary to address the growing dissatisfaction and distrust in organizations. They provide examples of organizations that have successfully implemented this paradigm shift, such as the Cleveland Clinic. The article also outlines three dimensions of effective leadership: the soul, heart, and mind. The authors emphasize the importance of creating a moral context, promoting human thriving, and driving action, learning, and change. [Extracted from the article]

This article explores four red flags that hiring managers often look for during job interviews. The first red flag is dishonesty, which can be detected through obvious lies or inauthentic behavior. Hiring managers are increasingly using social media screenings to check for inconsistencies between job applications and online profiles. The second red flag is rude language or behavior, which can indicate poor interpersonal skills. Small mistakes like crossing arms or showing up late can also signal a lack of professionalism. The article provides tips on how to avoid these red flags, such as being honest about skills and accomplishments and communicating effectively with interviewers. It acknowledges that body language can vary based on individual communication styles, particularly for neurodivergent candidates. The article advises job seekers to navigate potential red flags by disclosing their needs and requesting accommodations before the interview, especially for individuals with neurodivergent conditions. It also advises against criticizing past employers or coworkers, as this can be viewed negatively by hiring managers. The article emphasizes the importance of preparation and offers tips on how to effectively prepare for an interview. It concludes by encouraging job seekers to be authentic and share concrete examples of their experiences and challenges. [Extracted from the article]

This article from Harvard Business Review discusses how professionals often tie their identity to their success, leading to a fear of failure that can be paralyzing. Harvard Business School Professor Arthur C. Brooks offers a unique approach to overcoming this fear through a meditation exercise called the Maranasati death meditation. By contemplating the stages of professional failure, individuals can become more comfortable with the idea of their identity changing and find peace in the face of uncertainty. The article emphasizes the importance of managing one's life like a project and recognizing that skills and interests will evolve over time. [Extracted from the article]

Supply chains are facing growing risks of instability and disruption, despite the perception that things are returning to normal after the Covid-19 pandemic. Three major trends have made supply chains less stable: constant conflict in geopolitical hotspots, deglobalization and trade restrictions, and the increasing importance of sustainability. To navigate these challenges, CEOs and boards need to prioritize supply chains and take five key actions: understand that the old supply chain model is no longer viable, improve financial flexibility, create operational and organizational flexibility, and utilize transformational technology. By doing so, companies can reduce the risk of crisis and take advantage of new opportunities in the era of disruption. [Extracted from the article]

Bayer's Crop Science division has found a simple approach to measuring social impact: asking beneficiaries directly. Many companies report on social impacts in their sustainability reports, but measuring social impact is more complex than financial or environmental accounting. Bayer used the Patient Reported Outcome Measures (PROMs) approach, which collects data from beneficiaries to determine the impact of their programs. By using this method, Bayer was able to measure the positive social impact of their agricultural programs on smallholder farmers, such as increased productivity, income, and quality of life. This approach can be applied to other industries to obtain reliable measurements of societal outcomes and validate social impact investments. [Extracted from the article]

This article from Harvard Business Review discusses strategies for continuous learning at work, even when feeling overwhelmed or depleted. The author emphasizes the importance of continuous learning in a rapidly changing world and provides five strategies to help individuals reach their highest potential. These strategies include challenging beliefs about learning capacity, starting with topics that solve urgent problems, not limiting oneself to formal programs, making an emotional connection to learning, and working with the brain's preferences for retention. The article concludes by highlighting the benefits of lifelong learning and its ability to elevate skills and move individuals closer to their highest potential. [Extracted from the article]

This article discusses the importance of venture capitalists serving on boards of the companies they invest in. It highlights the lack of formal onboarding processes for new investors and provides seven tips for becoming effective board members. These tips include assuming a powerful position, prioritizing relationships, recognizing the power of ownership, avoiding a mindset focused solely on due diligence, setting intentions for board meetings, finding mentors, and embracing diversity. The article emphasizes the benefits of mastering the boardroom, such as improving company performance and building one's brand as an investor. [Extracted from the article]

The article discusses the changes in the workplace for women in corporate America over the past 10 years, based on findings from the annual Women in the Workplace report by Lean In and McKinsey. While progress has been made in accepting gender and racial inequalities as structural issues, gender equity remains uneven. Women of color still face significant obstacles, and it will take them 48 years to reach parity in corporate America compared to 22 years for white women. The report also highlights the decline in organizational and leader commitments to gender and racial diversity. The article provides recommendations for advancing gender equity, including reducing bias in hiring and performance evaluations, activating managers to build an inclusive culture, inspiring employees to become agents of change, creating allyship opportunities for men, and providing benefits that support parents, caregivers, and employees facing health issues. The author emphasizes the importance of staying committed to gender and racial equity and the benefits it brings to everyone and businesses. [Extracted from the article]

This article discusses the different perspectives of 570 experts on the future of work. The experts include tech entrepreneurs, economics professors, and authors/journalists. The study found that each group had distinct beliefs about the future of work, with tech entrepreneurs being optimistic, economists being skeptical, and authors/journalists being pessimistic. The article emphasizes the importance of understanding these different perspectives and engaging in open-minded dialogue to shape the future of work. It also highlights the need for interdisciplinary collaboration in addressing future challenges. Ultimately, the article suggests that the future of work is not predetermined and will depend on the decisions and actions of individuals and society. [Extracted from the article]

This article discusses the importance of a playful mindset in boosting creativity on teams. It highlights how traditional work environments can stifle creative thinking and presents strategies to shift the brain from a busy, overworked state to a more relaxed and imaginative one. The article emphasizes the positive correlation between fun at work and creative behavior, and suggests introducing short, playful activities, designing physical spaces to encourage play, and incorporating playfulness strategically as methods to infuse play into the workplace and unlock creativity. It concludes by emphasizing the importance of integrating play into the workplace for ongoing innovation and success. [Extracted from the article]

This article from Harvard Business Review discusses the concept of workaholism and provides insights from over 1,000 individuals who have experienced it. Workaholism is described as the inability to disconnect from work, leading to it taking over one's thoughts and actions and negatively impacting other areas of life. The article highlights common experiences of workaholics, such as constant connectivity, inability to stop thinking about work, prioritizing work over loved ones, and neglecting self-care. It also offers suggestions for breaking free from workaholism, including setting boundaries, taking breaks, and considering bigger changes like leaving work environments that encourage workaholism. The article emphasizes that recovering from workaholism is an ongoing struggle and encourages individuals to prioritize their well-being and relationships over work. [Extracted from the article]

The article discusses how diversity, equity, and inclusion (DEI) initiatives can survive in the face of backlash. It highlights the current attacks on DEI programs and the impact of restrictive legislation. The article draws parallels with the feminist movements of the 20th century, which sustained progress during periods of closed doors. It explores strategies for sustaining DEI work, such as maintaining networks, facilitating community conversations, preserving collective memory, reframing the work, and nurturing the collective identity within the DEI community. The article emphasizes the importance of strategy and focus in continuing DEI efforts. [Extracted from the article]

This article from Harvard Business Review explores the concept of workaholism and its negative impact on individuals and organizations. The author draws on personal experiences and interviews to highlight the challenges faced by workaholics. The article offers six strategies for achieving a healthier work-life balance, including redefining urgency, reinventing to-do lists, learning to say no and delegate, fixing the workaholic clock, controlling rumination, and embracing rest and recovery. The author emphasizes the importance of personal change in overcoming workaholism and provides practical guidance for workaholics to reclaim their lives and find a better work-life balance. [Extracted from the article]

The article discusses the common networking mistake of failing to follow up after meetings. The authors conducted a survey and found that more than half of the participants had never received any follow-up from networkers they had met. The article challenges conventional advice that suggests extravagant gestures or reciprocation, and instead recommends a three-part thank you (3TY) approach. The top three elements of a great follow-up, according to respondents, were hearing that their advice had positively impacted the person who reached out, being thanked, and hearing that their advice had been followed. The article emphasizes the importance of expressing gratitude, highlighting specific insights, and humbly asking if additional questions can be asked in the future. The authors suggest that these small acts of follow-through can build trust and establish a strong network. [Extracted from the article]

This article explores the topic of job hopping and provides advice on how to explain it during job interviews. It challenges the negative perception of job hoppers and addresses the stereotype that millennials and Gen Z workers are disloyal and entitled. The article suggests that job hopping can be driven by factors such as work-life balance, mental health, flexibility, and competitive salaries. It emphasizes the importance of finding a workplace that aligns with one's values and long-term goals. The article also highlights the use of digital platforms for employees to share their experiences and hold companies accountable, and encourages job seekers to prioritize their well-being and values when seeking new opportunities. [Extracted from the article]

This article from Harvard Business Review provides a guide to standing out in a job interview. It emphasizes the importance of doing thorough research on the organization and the job, as well as the people conducting the interview. The article also highlights the value of crafting compelling personal stories that connect to the job requirements and the organization's values. It advises practicing and rehearsing these stories, as well as treating the interview as a conversation and being flexible in responding to the interviewer. The article also offers tips for virtual interviews, such as preparing the space and dressing appropriately. Overall, the article provides practical advice for job seekers to make a great impression in their interviews. [Extracted from the article]

This article provides a list of Harvard Business Review's most-read articles of 2024 so far. The articles cover a range of topics, including Starbucks' decline in brand value, different leadership styles and when to use them, the art of asking smarter questions, the new rules of executive presence, and questions to ask at the midpoint of one's career. These articles offer insights and strategies for personal and professional growth, and can be valuable resources for individuals looking to improve their skills and decision-making abilities. [Extracted from the article]

This article, titled "How to Craft a Memorable Message, According to Science," discusses the importance of creating messages that are memorable. The author, a neuroscientist, explains that human memory is limited and that we often forget much of what we experience. To make a message stick, the author suggests using the four C's of memorable messaging: chunking information, making it concrete with examples, providing callbacks to previously learned information, and sparking curiosity by highlighting knowledge gaps. By incorporating these techniques, communicators can create lasting memories and have a lasting impact. [Extracted from the article]

The article discusses the importance of keeping business strategy simple and clear. It highlights the common mistake of developing strategic plans for individual functions, such as marketing or HR, instead of focusing on the overall business level. The author emphasizes the need to separate strategy from action and suggests using language that focuses on stakeholders and customers rather than internal functions. The article concludes by stating that a strategy should be outward-looking and high-level, with specific steps determined after identifying the desired direction. [Extracted from the article]

This article discusses the warning signs of ethical burnout on a team and provides strategies to counteract these signs. The authors highlight four warning signs: increased commercial pressures and targets, "survival mode" thinking, decision-making overload and speed, and envy of unhealthy status symbols. They emphasize the importance of setting realistic goals, acknowledging workforce stress, encouraging slower decision-making, and promoting collaboration rather than competition. The article concludes by emphasizing the need for early intervention to prevent ethical dilemmas from escalating into major scandals. [Extracted from the article]

The article discusses the negative impact of cynicism on success and offers strategies to combat it. Cynics believe that people are self-interested and that success requires ruthless competition. However, research shows that cynical thinking hinders career growth and leads to lower satisfaction at work. Cynics are more likely to pursue power through manipulation, but this ultimately isolates them and limits their success. The article suggests that success is achieved through building trusting connections and alliances, rather than through cutthroat competition. It also emphasizes the importance of trust, collaboration, and creating a positive work culture. [Extracted from the article]

This article discusses the relationship between the CEO and board chair in organizations, particularly in the context of separating the roles. While separating the roles can increase board independence, it also introduces new dynamics that can impact the performance of the board and the organization. The article emphasizes the importance of trust in the CEO-board chair relationship and identifies five critical moments that can either build or destroy trust. These moments include CEO compensation negotiations, annual CEO evaluations, executive sessions of the board, board composition, and moments of adversity. Building a transparent and trust-based relationship between the CEO and board chair is crucial for the success of the organization. [Extracted from the article]

The article discusses how consumers spend loyalty points and cash differently. The authors conducted a study analyzing data from 29,000 loyalty points transactions made by 500 airline loyalty program consumers. They found that consumers fell into four categories: money advocates, currency impartialists, point gamers, and point lovers. Each group has different attitudes towards points and money, and businesses can leverage these attitudes to create personalized loyalty strategies. The article emphasizes the importance of understanding consumer segmentation and tailoring approaches to enhance loyalty, engagement, and growth. [Extracted from the article]

This article discusses how to address and diffuse resentment within a team. It highlights the increasing employee discontent and the rise of resentment in the workplace. The article emphasizes the importance of addressing resentment promptly and offers strategies for managers to handle the situation effectively. These strategies include staying close to the team, addressing resentment individually, embracing tough feedback, advocating for the team, shaking up routines, and focusing on common goals. The article encourages open communication, empathy, and understanding to create a supportive and healthier team dynamic. [Extracted from the article]

The article discusses the concept of stakeholder capitalism and its importance for businesses. It highlights the Business Roundtable's commitment to serving multiple stakeholders, including customers, employees, suppliers, communities, and shareholders. The article acknowledges progress in sustainability efforts, such as decarbonization and diversity, equity, and inclusion (DEI) initiatives, but also points out areas where companies are falling behind, particularly in addressing climate change and biodiversity. The article emphasizes the need for accelerated action and courageous leadership to create a sustainable and equitable future. [Extracted from the article]

This article by Thomas C. Redman emphasizes the importance of high-quality data in powering artificial intelligence (AI) systems. It draws parallels between the financial crisis and the potential risks of AI, highlighting that good data science with bad data can lead to negative outcomes. The article discusses the need for clear problem definition, relevant and complete data, freedom from bias, timeliness, and appropriate exclusions in data quality. It also emphasizes the importance of management responsibilities and quality assurance in ensuring data accuracy and integrity. Redman suggests transitioning from dealing with bad data downstream to creating good data upstream through customer focus, clear management accountabilities, and involving people at all levels. The article concludes by stating that managing data properly is crucial as it becomes an asset with limitless potential when combined with AI. [Extracted from the article]

Blue Cross Blue Shield of Michigan (BCBSM) has become a leader in innovative AI use by implementing several practices. They prioritize security and compliance to handle sensitive data securely. BCBSM also focuses on architecture, creating modular services and an adaptable cloud data solution to streamline operations and support the deployment of AI applications. Ongoing employee education and bias mitigation are also important, as well as providing a safe haven for innovation through a subsidiary. These practices have transformed BCBSM into an agile platform company that can adapt to the complexity of healthcare provisions. They have successfully implemented two gen AI applications, BenefitsGPT and ContractsGPT, which improve customer service and efficiency. BCBSM's journey demonstrates that organizations can innovate with AI within regulatory bounds by prioritizing security, compliance, architecture, governance, and responsible practices. [Extracted from the article]

The article discusses the value of a college education in the era of online learning. It argues that college provides valuable experiences, opportunities, and skills that cannot be replicated online. While it acknowledges that there is a wealth of information available online, it emphasizes that college offers a transformative journey where students can develop transferable soft skills and network with others. The article also highlights that many organizations still consider a college degree as an indicator of readiness for the workforce. However, it acknowledges that college tuition is rising and suggests that students should ensure their curriculum is keeping up with the fast pace of changing technologies. The article provides strategies for maximizing the benefits of higher education, including learning the latest innovations through courses, networking, taking advantage of teamwork and problem-solving opportunities, and supplementing education with internships and additional resources. Overall, it suggests that a college education can provide distinct advantages in the workforce, but students should carefully consider the costs and ensure their education aligns with industry demands. [Extracted from the article]

This article discusses the shift from "knowledge work" to "wisdom work" in the workplace. With the rise of AI technologies, there is less demand for human knowledge, but a premium on human wisdom. The article highlights the benefits of age diversity in teams and the importance of sharing wisdom intergenerationally. It also provides a toolbox of wisdom-management practices that can be implemented in various work environments. The author emphasizes the value of investing in older workers' wisdom and balancing it with the accumulation of knowledge by younger workers. [Extracted from the article]

Feeling underappreciated at work is a common experience for many employees. A recent survey found that over half of respondents felt somewhat or not valued at all by their organization. The author conducted research and found that feeling underappreciated often stems from communication issues between managers and team members. Many employees reported difficulty in getting promotions or raises and felt confused about why they were not selected for growth opportunities. The author suggests that leaders and managers can improve employee morale by improving communication and clarifying the value of their team members. For employees in this situation, the author advises engaging in self-reflection to understand the unique circumstances contributing to their feelings of underappreciation. They also suggest avoiding unhelpful comparisons with peers and considering whether their experience is common in their company or industry. The author provides strategies for moving forward, such as distinguishing between high-visibility and status-granting roles and setting limits on taking on extra work. Ultimately, employees should gather information and make decisions that best serve their professional growth and well-being. [Extracted from the article]

The article outlines several reasons for the failure of co-leadership arrangements, that include selecting co-leaders to solve a talent problem and not to drive sustained results, inability of co-leaders to continue to build credibility, and division of work according to preferences and not the needs of the business.

The article discusses psychological hurdles to making retirement decision, that include identity issues, sense of purpose at work and progress toward goals, and the dread of losing relationships accumulated over the course of a successful career.

The article shares tips for business leaders to balance an inquisitive learning mindset or behavior and ensure intentions are aligned with the stakeholders' perception, that include communicating purpose and context, integrating learning with execution, demonstrating expertise with confidence, being decisive and fostering a culture of shared learning.

The article explores actions policymakers and business leaders in India can take to fix the employment crisis in the country, that include development of a coherent policy on manufacturing, slowing down on hiring in the services sector and investing in global capability centers, health care, travel and tourism, and restarting technology startups.

The article describes the three phases of the tenure of chief executive officers (CEO), that include taking charge in any situation, communication and leadership, recalibrating and reenergizing strategic organizational change or transformation agenda, and stepping down and enabling a succession.

The article recommends strategies to create equitable and fair distribution of opportunities and high-profile work at a company, that include redistribution of office housework regardless of race and gender, improving access to career-enhancing work, and interrupting bias sustainably.

The article discusses paradigm shifts that companies should manage when designing and running a successful reskilling program, that include alignment between reskilling investments and company goals, responsibility and commitment of leaders and managers in reskilling initiatives, and reskilling as a change-management initiative.

The article contrasts stability management with change management within organizations in terms of the need to give attention, team performance, ritualized mutual support and communication.

The article discusses research which explored the role of family as a source of motivation for people to do their best at work and outlined actions that workplaces can take to encourage employees to bring their family to the office, as well as the risks and challenges associated with motivation in the workplace.

The article shares lessons from the leadership turmoil at "The Washington Post" newspaper, that include workplaces becoming like newsrooms, the importance of character when vetting for leaders, and the need for balance between patience and urgency when a leader falters.

This article discusses how smaller companies can participate in the circular economy, which involves minimizing waste and maximizing profit. The author provides four steps for SMEs to embrace circularity, including reevaluating waste as potential resources, seeking collaboration opportunities, leveraging digital marketplaces, and treating circularity as a major change program. The article also provides real-world examples of companies that have successfully implemented circular practices. Embracing the circular economy can not only benefit SMEs financially but also contribute to sustainability and environmental protection. [Extracted from the article]

This article, titled "Identify — and Develop — Your Natural Strengths," discusses the tendency for individuals to focus more on their weaknesses rather than their strengths. The author explores the reasons behind this behavior, such as societal conditioning and a negativity bias, and emphasizes the importance of recognizing and leveraging one's innate strengths. The article provides strategies for identifying these strengths, including seeking feedback from mentors and colleagues, putting oneself in new situations, and being aware of biases. The author encourages readers to prioritize the development of their strengths and to use them intentionally. [Extracted from the article]