HBR IdeaCast

Julia Minson, Harvard Kennedy School professor who studies conflict and conversational receptiveness, digs into why teams need real disagreement. She explores how leaders accidentally silence dissent, why behavior matters more than intent, how status changes every clash, and why the real aim is keeping the conversation alive.

What changes need to be made for an organization to truly succeed with their AI strategy? In this four-part special series, we'll share conversations from the recent HBR Strategy Summit to help you get ahead. In this episode, Harvard Business School professor Tsedal Neeley shares what she's learned about successful AI implementation and organizational transformation, from the minimum technological capabilities needed to what it takes to overcome silos to how to transform workflows and processes to add real value. HBR editor in chief Amy Bernstein facilitates, bringing in audience questions.

Jeffrey Sonnenfeld, Yale management professor and founder of the Chief Executive Leadership Institute, digs into why CEOs stay publicly quiet in tense political moments. He explores fear of retaliation, why group pressure works better than solo dissent, how smaller firms can speak up, and how policy uncertainty can freeze business decisions.

Nigel Vaz, CEO of digital transformation firm Publicis Sapient, talks about why AI change efforts stall without trust, incentives, and the right talent plans. He explores choosing the right problems, linking strategy to unit economics, connecting data across the business, building responsible AI into systems, and preparing people to work alongside autonomous agents.

Jeff Hancock, Stanford communication professor who studies human–computer interaction and trust, joins to dissect AI-generated 'workslop.' He explains how AI can produce convincing but low-quality outputs. He explores management pressures, lack of training, and hidden AI use. He discusses team redesign, measuring mandates and mindsets, and building trust to prevent workslop.

Linda Hill, Harvard Business School professor and author focused on leadership and innovation. She explores why leaders must build cultures for collaboration, disciplined experimentation, and clear decision rights. She describes new leadership roles as Architects, Bridgers, and Catalysts. Practical examples include Mastercard and Pixar and advice on bridging silos and scaling innovation.

Amr Kaissi, leadership professor and author of The Positive Intent Mindset, explains why assuming positive intent matters at work. He discusses how negativity harms trust and well being. He outlines five skills to build trust while keeping accountability. He shows practical moves like asking “what” questions, reality testing, and using forgiveness to reduce reactivity.

Don Tapscott, technology author and longtime digital trend watcher, outlines identic AI—personalized agents that mirror your judgment and act for you. He explores how these agents already work, how they will reshape leadership and daily work, and what governance, ownership, and skills organizations must rethink.

B. Joseph Pine II, author and co-founder of Strategic Horizons known for his work on the experience and transformation economies. He argues businesses must sell outcomes, not just experiences. He explains why transformations follow experiences and how AI and mass personalization enable tailored journeys. He outlines practical shifts: diagnose aspirations, reframe staff as guides, and price for customer success.

Maya Shankar, cognitive scientist and author of The Other Side of Change, explores how people rebuild identity after sudden loss. She discusses learning resilience as a skill. She explains why failure and introspection spark adaptation. She considers how personal change lessons scale to organizations and how to rethink future selves amid technological upheaval.