HBR IdeaCast

Stefan Volk, a management professor at the University of Sydney Business School, explores how chronotypes shape energy, focus, and teamwork. He digs into why one-size-fits-all schedules create errors and burnout. Expect talk on flex time versus flex place, mapping team rhythms, protecting peak hours, and coordinating collaboration when people perform best.

Andrew McAfee, MIT principal research scientist focused on digital transformation, dives into why AI demands action even when the future is fuzzy. He explores agile experimentation over rigid planning, how power users can spread winning practices, why AI may widen competitive gaps, how to manage software agents with guardrails, and why cutting entry-level hiring could backfire.

Goutam Challagalla, IMD professor and coauthor on customer-first sustainability, explores why most buyers will not pay more for green products. He looks at weak returns from feel-good efforts, how waste and hardship can drive innovation, why scaling means winning over indifferent customers, and how leaders can turn sustainability into real customer value.

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.