Magzter Gold (Sitewide AU)

Magzter Gold (Sitewide AU)

Digital Delivery

Harvard Business Review Special Issues July 23rd, 2024 Digital Back Issue Cover

Harvard Business Review Special Issues Fall 2024 (Digital)

(Write a Review)

Single Digital Issue

Fall 2024

$18.99

Powered By Zinio

Zinio

Satisfaction Guaranteed

Instant Start

36 Articles

WHEN IT LAUNCHED in late 2022, OpenAI’s ChatGPT reached 100 million users in two months, a feat, as one of the articles in this issue points out, that took Netflix 10 years to accomplish and Google Translate six and a half. For businesses, this explosion of generative AI offers staggering potential for automation and disruption. Technology giants have rushed to incorporate gen AI into their offerings, and hundreds of gen AI startups have been born and lavishly funded. But as organizations rush to incorporate gen AI—and any type of machine intelligence—into their workflows and offerings, they must navigate hype, risk, and uncertainty. Is the technology really as powerful as it seems? How can we keep our data safe? How do we craft a long-term business strategy when we don’t know what this…

Turn Generative AI from an Existential Threat into a Competitive Advantage

BY MAKING IT vastly easier and cheaper to create or improve products and services, generative AI has the potential to disrupt or even commoditize businesses whose offerings previously required significant human labor and creativity. To compete, many businesses will have to rethink their strategies and find new ways to add value for customers. What can firms do to turn generative AI from a threat into an opportunity? How can they use it to build competitive advantage? What types of businesses have the greatest potential? These are the questions we will answer here. How to Leverage Generative AI Drawing on our decades of combined experience working with Silicon Valley firms and researching competitive advantage from data and AI through economic modeling, we’ve found that generative AI can be implemented at three levels that correspond…

Turn Generative AI from an Existential Threat into a Competitive Advantage

How to Capitalize on Generative AI

BUSINESS LEADERS ARE struggling to understand how seriously they should take the latest phenomenon in the world of artificial intelligence: generative AI. On one hand, it has already displayed a breathtaking ability to create new content such as music, speech, text, images, and video and is currently used, for instance, to write software, to transcribe physicians’ interactions with their patients, and to allow people to converse with a customer-relationship management system. On the other hand, it is far from perfect: It sometimes produces distorted or entirely fabricated output and can be oblivious to privacy and copyright concerns. Is generative AI’s importance overblown? Are its risks worth the potential rewards? How can companies figure out where best to apply it? What should their first steps be? To provide guidance, this article draws…

How to Capitalize on Generative AI

How Generative AI Can Augment Human Creativity

THERE IS TREMENDOUS apprehension about the potential of generative AI—technologies that can create new content such as audio, text, images, and video—to replace people in many jobs. But one of the biggest opportunities generative AI offers to businesses and governments is to augment human creativity and overcome the challenges of democratizing innovation. The term “democratizing innovation” was coined by MIT’s Eric von Hippel, who, since the mid-1970s, has been researching and writing about the potential for users of products and services to develop what they need themselves rather than simply relying on companies to do so. In the past two decades or so, the notion of deeply involving users in the innovation process has taken off, and today companies use crowdsourcing and innovation contests to generate a multitude of new ideas.…

How Generative AI Can Augment Human Creativity

Don’t Let Gen AI Limit Your Team’s Creativity

NO ONE DOUBTS ChatGPT’s ability to generate lots of ideas. But are those ideas any good? In a recent real-world experiment, teams engaged in a creative problem-solving task saw modest gains from AI assistance for the most part—and some underperformed. Don’t blame the technology, says Kian Gohar, CEO of the leadership-development firm GeoLab and one of the study’s authors. Common misconceptions about generative AI, problem-solving, and the creative process are causing workers and their managers to use the tools improperly, sometimes leaving them worse off than if they’d proceeded without AI input. Gohar and his coresearcher, Jeremy Utley of Stanford University, partnered with four companies: two in Europe and two in the United States. Up to 60 employees in each firm were asked to work in small teams on a business…

Don’t Let Gen AI Limit Your Team’s Creativity

JOE RIESBERG: “The More You Question Generative AI, the Better Its Answers Will Be”

Joe Riesberg is a senior vice president and the chief information officer at Iowa-based EMC Insurance, one of the organizations that participated in the research. He recently spoke with HBR about the experiment and what he learned about best practices for using generative AI. Edited excerpts of the conversation follow. HBR: Why did you join the experiment? RIESBERG: When ChatGPT came out, in November 2022, it was clear that the technology would have huge implications for our business. We immediately began studying it, and by early 2023 we had pinpointed five projects and use cases in which we thought it could improve our performance. So when the research team approached us, we saw it as an opportunity to solve a real business challenge. What was the challenge? Our agents’ relationships with customers are crucial,…

JOE RIESBERG: “The More You Question Generative AI, the Better Its Answers Will Be”

Getting AI to Scale

MOST CEOS RECOGNIZE that artificial intelligence has the potential to completely change how organizations work. They can envision a future in which, for example, retailers deliver individualized products before customers even request them—perhaps on the very same day those products are made. That scenario may sound like science fiction, but the AI that makes it possible already exists. What’s getting in the way of that future is that companies haven’t figured out how to change themselves to meet it. To be fair, most have been working hard to incorporate digital technologies, in some instances genuinely transforming the way they serve their customers and manufacture their offerings. To capture the full promise of AI, however, companies must reimagine their business models and the way work gets done. They can’t just plug AI into…

Getting AI to Scale

1. How People Are Really Using Gen AI

IT’S BEEN A little over a year since ChatGPT brought gen AI into the mainstream. In that time, we’ve ridden a wave of excitement about the current utility and future impact of large language models (LLMs). These tools already have hundreds of millions of weekly users, analysts are projecting a multitrillion-dollar contribution to the economy, and there’s now a growing array of credible competitors to OpenAI. Yet there’s plenty of trepidation too. Corporate horror stories, policy restrictions, and hallucinations (when AI produces false information but presents it as factual) understandably give people pause about deploying gen AI, and general technophobia means that most people globally have still not tried it. Even among the world’s billion knowledge workers, just 10% use ChatGPT (which enjoys 60% market share) regularly. Of those who have,…

1. How People Are Really Using Gen AI

2. Six Ways AI Could Disrupt Your Business

AI IS A disruptive force with the potential to upend many established aspects of our economy. We believe boards can most effectively talk about AI by working through scenarios to understand how it impacts their business. AI is moving too quickly to take the conventional approach of commissioning a strategy team or a consultancy to bring solid data on trends to use for discussion. Instead, by driving a structured discussion that uses a range of scenarios for how AI can affect company culture and reshape your business, you can see future possibilities more clearly and develop appropriate plans to anticipate and, better yet, shape the direction ahead. The most useful scenarios we have developed range from predicting extreme operational changes, to anticipating new strategic ways to compete, to foreseeing existential threats…

2. Six Ways AI Could Disrupt Your Business

3. Find the AI Approach That Fits the Problem You’re Trying to Solve

LEADERS EVERYWHERE are rightly asking about how gen AI can benefit their businesses. However, as impressive as gen AI is, it’s only one of many advanced data science and analytics techniques. While the world is focusing on gen AI, a better approach is to understand how to use the range of available analytics tools to address your company’s needs. Which analytics tool fits the problem you’re trying to solve? And how do you avoid choosing the wrong one? You don’t need to know deep details about each analytics tool at your disposal, but you do need to know enough to envision what’s possible and to ask technical experts the right questions. Start with the problem, not the technology. Wielding a (gen AI) hammer, everything starts to look like a nail. But,…

3. Find the AI Approach That Fits the Problem You’re Trying to Solve

4. Your Organization Isn’t Designed to Work with Gen AI

ORGANIZATIONS ARE PLOWING millions of dollars into gen AI as they race to apply it in innovative ways ahead of the competition. Yet many are hitting roadblocks, not because of the known short-comings of the technology, which is still in its infancy, but because of a fundamental flaw in their approach: They think of gen AI as a traditional form of automation rather than as an assistive agent that gets smarter—and makes humans smarter—over time. The introduction of the internet, mobile computing, and cloud platforms showed us that extracting full value from groundbreaking technologies lies not in merely integrating them into existing business processes but in completely reimagining those processes. While gen AI may prove even more transformative than these innovations, it similarly demands redesigning the way work gets done to…

4. Your Organization Isn’t Designed to Work with Gen AI

5. Gen AI Can Help Small Companies Level the Playing Field

DOLLAR SHAVE CLUB’S audacious market entry is nothing short of iconic in the marketing world. The bold start-up dared to challenge the formidable razor titan, Gillette, with a video that was filmed in just one day at a mere cost of $4,500. Their strategy, marked by a mix of cheeky irreverence and simple value proposition, quickly went viral and captured interest worldwide. However, such stories remain extremely rare. And it’s often because the behemoths have an inherent advantage. Their extensive resources—be it in technology, market intelligence, or content creation—often tip the scales in their favor. Consider this: Large companies spent on average $7 million for a 30-second spot at the Super Bowl. This single spot alone is significantly greater than the annual revenue of most small companies. The results of a Deloitte…

5. Gen AI Can Help Small Companies Level the Playing Field

6. Is Your Company’s Data Ready for Gen AI?

MANY ORGANIZATIONS ARE excited about gen AI, and they are mobilizing to take advantage of it. Boards of directors are having educational workshops and encouraging their companies to act. Senior management teams are thinking about what use cases to develop. Individuals and departments are experimenting with how the technology can increase their productivity and effectiveness. The work that really matters to the success of gen AI, however, falls to chief data officers (CDOs), data engineers, and knowledge curators. And unfortunately, many haven’t even started to do the needed work. A survey in the second half of 2023 of 334 CDOs and data leaders in organizations (sponsored by Amazon Web Services and the MIT Chief Data Officer and Information Quality Symposium), and a series of interviews with these executives, found that while…

6. Is Your Company’s Data Ready for Gen AI?

7. Create Winning Customer Experiences with Gen AI

SINCE ITS LAUNCH in November 2022, ChatGPT, the chatbot developed by OpenAI, has taken the business world by storm. Following this success, Microsoft has increased its investment in OpenAI and has launched a new version of its search engine Bing, which provides users with generated answers in response to searches rather than thousands of links to choose from. Not surprisingly, Google, as the incumbent in the search engine market, quickly reacted and is launching Bard, its own attempt to create an AI chatbot leveraging the power of large language models (LLMs) and integrate it into the search process. (LLMs are deep-learning algorithms for natural language processing that can summarize, translate, and generate new text.) Moving beyond search, both Google and Microsoft are now making their chatbots available through an API (application…

7. Create Winning Customer Experiences with Gen AI

8. Use Gen AI to Improve Scenario Planning

BUSINESSES ARE increasingly using strategic foresight methodologies such as scenario planning to anticipate and address the escalating organizational uncertainties driven by climate change, global conflicts, and rapid technological advancements. However, traditional approaches to scenario planning have some inherent shortcomings. They include inadequacies in identifying the most relevant trends and external forces, based on varied levels of uncertainty; limits on how many scenarios they can consider in depth; and a lack of direction for how to assess and prepare for multiple highly divergent scenarios simultaneously. Gen AI can highlight the most salient strategic concerns, game-changing trends, and key driving forces of uncertainty for planners to explore. A promising alternative is emerging that can overcome these challenges. It entails enlisting the assistance of cutting-edge gen AI powered by large neural network models such as…

8. Use Gen AI to Improve Scenario Planning

9. Using AI to Build Stronger Connections with Customers

THE SURGE OF gen AI applications is spurring exciting innovations and consumer experiments, but many people are worried about data privacy or being able to communicate with a company only through a bot. These concerns are especially acute in industries where customer interactions and data privacy are critical, such as banking and health care. Some level of anxiety typically accompanies break-through technologies, and it’s natural to worry about a technology that mimics human intelligence. As this new class of large language models (LLMs) has emerged, however, most companies have put model risk, accuracy of the model’s output, and ethical use of data at the heart of their risk frameworks. They aim to ensure responsible uses of new AI technology. Less appreciated is the risk that companies will cede the customer experience to…

9. Using AI to Build Stronger Connections with Customers

Bring Human Values to AI

WHEN IT LAUNCHED GPT-4, in March 2023, OpenAI touted its superiority to its already impressive predecessor, saying the new version was better in terms of accuracy, reasoning ability, and test scores—all of which are AI-performance metrics that have been used for some time. However, most striking was OpenAI’s characterization of GPT-4 as “more aligned”—perhaps the first time that an AI product or service has been marketed in terms of its alignment with human values. The idea that technology should be subject to some form of ethical guardrails is far from new. Norbert Wiener, the father of cybernetics, proposed a similar idea in a seminal 1960 Science article, launching an entire academic discipline focused on ensuring that automated tools incorporate the values of their creators. But only today, more than half a…

Bring Human Values to AI

How to Avoid the Ethical Nightmares of Emerging Technology

FACEBOOK, WHICH WAS CREATED in 2004, amassed 100 million users in just four and a half years. The speed and scale of its growth was unprecedented. Before anyone had a chance to understand the problems the social media network could cause, it had grown into an entrenched behemoth. In 2015, the platform’s role in violating citizens’ privacy and its potential for political manipulation was exposed by the Cambridge Analytica scandal. Around the same time, in Myanmar, the social network amplified disinformation and calls for violence against the Rohingya, an ethnic minority in the country, which culminated in a genocide that began in 2016. In 2021, the Wall Street Journal reported that Instagram, which had been acquired by Facebook in 2012, had conducted research showing that the app was toxic to the…

How to Avoid the Ethical Nightmares of Emerging Technology

1. Managing the Risks of Gen AI

CORPORATE LEADERS, academics, policymakers, and countless others are looking for ways to harness gen AI technology, which has the potential to transform the way we learn, work, and more. In business, gen AI may change the way companies interact with customers and drive business growth. New research shows 67% of senior IT leaders are prioritizing gen AI for their business within the next 18 months, with one-third (33%) naming it as a top priority. Companies are exploring how it could impact every part of the business, including sales, customer service, marketing, commerce, IT, legal, HR, and others. However, senior IT leaders need a trusted data-secure way for their employees to use these technologies. Seventy-nine percent of senior IT leaders reported concerns that these technologies bring the potential for security risks, and…

1. Managing the Risks of Gen AI

2. Four Questions to Assess the Trustworthiness of Your Company’s Gen AI

FOR COMPANIES, THE advent of gen AI promises a paradigm shift with both high risks and high rewards. On the one hand, it promises enormous productivity gains. On the other hand, the risks of wading through untested ground with gen AI are equally enormous. Because the technology is evolving so quickly, problems reveal themselves during deployment while cultural norms around what it means to use gen AI ethically are still being debated. However, this does not mean that the public is forgiving if something goes awry. The news is full of headlines about gen AI gone wrong, from university officials at Vanderbilt University using ChatGPT to write condolence emails in the wake of a student shooting to the National Eating Disorders helpline offering dieting advice. The most trusted companies are able to…

2. Four Questions to Assess the Trustworthiness of Your Company’s Gen AI

3. How to Red Team a Gen AI Model

IN RECENT MONTHS governments around the world have begun to converge around one solution to managing the risks of gen AI: red teaming. At the end of October, the Biden administration released its sweeping executive order on AI. Among its most important requirements is that certain high-risk gen AI models undergo red teaming, which it loosely defines as “a structured testing effort to find flaws and vulnerabilities in an AI system.” This came a few months after the administration hosted a formal AI red-teaming event that drew thousands of hackers. The focus on red teaming is a positive development. Red teaming is one of the most effective ways to discover and manage gen AI’s risks. There are, however, a number of major barriers to implementing red teaming in practice, including clarifying what…

3. How to Red Team a Gen AI Model

4. How Companies Can Build Trustworthy AI Assistants

AI ASSISTANTS HAVE been sitting in our pockets (Siri) and our homes (Alexa) for years. And as AI becomes more powerful thanks to much-talked-about large language models (LLMs) and less-talked-about large action models (LAMs), it’s possible for these assistants to become agents—proactively completing entire flows of tasks on your behalf. Let’s consider a simple scenario. A business owner operates a chain of restaurants with expensive-topurchase-and-maintain soda machines. Soda sales can generate as much as a 90% profit margin, so when a dispenser breaks down, it can mean huge losses in revenue for the company. Now let’s imagine deploying an AI system in parallel with the internet of things (IoT), monitoring for signals that a part might be approaching its end of life. The owner can then use a LAM to trigger…

4. How Companies Can Build Trustworthy AI Assistants

5. AI and the New Digital Cold War

WE ARE ENTERING a new world order, one marked by increased nationalism and greater geopolitical competition. While countries are not going to undo all of the global economic systems that took shape under American unipolarity for the past three decades, certain critical sectors will become decoupled in a process we have previously called “reglobalization.” Most significantly, the technology ecosystem will be split largely into two spheres dictated by the world’s two economic powerhouses: the United States and China. Other states will need to decide which sphere they want to be part of, putting pressure on these two countries to outpace the other and establish their technological dominance. Unfolding before us is a heightened form of economic competition we understand as the Digital Cold War. The Digital Cold War will be an economic…

5. AI and the New Digital Cold War

6. A Sports Analogy for Understanding Different Ways to Use AI

AS WITH MANY new technologies, the potential impact of gen AI on society is polarizing. There is a fear that this technology will replace human workers, leading to mass de-skilling and widespread unemployment. But, there is also a hope that gen AI will supercharge human capabilities, leading to unprecedented boosts in individual and collective innovation and productivity. In our work at Microsoft Research on augmenting human cognition and decision-making with AI, we have come to think about these scenarios as points on a spectrum and have created a sports analogy to help think about it: AI tools can range from steroids, to sneakers, to coaches, each representing a different relationship between human users and the technology. Let’s start with steroids, the least desirable point on this spectrum. Steroids elevate short-term performance…

6. A Sports Analogy for Understanding Different Ways to Use AI

7. How AI Features Can Change Team Dynamics

GEN AI HAS the fastest take-up of any technology to date. Now, as AI applications are becoming immersed in workplace culture and power, we’re beginning to see how gen AI tools will impact our conversational habits, which direct what we say and whom we hear. Already, we’re seeing features that add AI-powered feedback to familiar tools. On Zoom, AI Companion will help you catch up when you arrive late to a meeting, and on Teams, Copilot will help you summarize key discussion points. Read AI (a smart AI tool that records, transcribes, and analyzes interactions and incorporates into summaries) goes further, measuring meeting participants’ engagement, sentiment, and airtime. These applications can be integrated into work so seamlessly that users begin to use them almost without realizing. These tools offer productivity and feedback…

7. How AI Features Can Change Team Dynamics

Reskilling in the Age of AI

BACK IN 2019 the Organisation for Economic Co-operation and Development made a bold forecast. Within 15 to 20 years, it predicted, new automation technologies were likely to eliminate 14% of the world’s jobs and radically transform another 32%. Those were sobering numbers, involving more than 1 billion people globally—and they didn’t even factor in ChatGPT and the new wave of generative AI that has recently taken the market by storm. Today advances in technology are changing the demand for skills at an accelerated pace. New technologies can not only handle a growing number of repetitive and manual tasks but also perform increasingly sophisticated kinds of knowledge-based work—such as research, coding, and writing—that have long been considered safe from disruption. The average half-life of skills is now less than five years, and…

Reskilling in the Age of AI

Developing a Digital Mindset

WHEN THIERRY BRETON took over as CEO of the French IT services company Atos, in 2008, he knew that a massive and immediate digital transformation was necessary. Annual revenue had increased nearly 6% during the Great Recession, to $6.2 billion, but Atos wasn’t growing as fast as its competitors were. The company suffered from siloed business and functional groups, had limited pooling of global resources, and needed more innovation throughout the company. Digital transformation was the only way forward. But what would that look like for an IT giant? Breton began by scaling and globalizing the company, which provides online transactional services, systems integration, cybersecurity, and more. He doubled the size of the workforce to 100,000 people, hoping to fend off the competitors all around him, including digital-born start-ups from Silicon…

Developing a Digital Mindset

1. The Best Leaders Can’t Be Replaced by AI

WITH ACCESS TO unlimited information, superior processing power, rapid learning capabilities, and no emotional constraints, AI will soon surpass human ability in many areas of leadership. Our survey of more than 600 employees across multiple industries indicates that em ployees already have more confidence in AI than in their human bosses in certain areas of leadership. But just because AI can master many complex processes at work, it does not mean that leaders are at risk of being replaced. Humans want to be led by other humans, even if that humanity comes with flaws and messiness. This lines up with our research from the past 10 years, in which we analyzed and mapped what it means to be an effective and successful leader today. In short, we have found that the more…

1. The Best Leaders Can’t Be Replaced by AI

2. Is Your Job AI Resilient?

AS GEN AI technologies gain traction, they are becoming integral to boardroom strategies and operational tactics. Companies are keen to integrate these advancements, positioning themselves at the forefront of this AI-driven evolution. With the technology now poised to augment complex tasks across various industries, many leaders are thinking about how to navigate and leverage this transformative synergy between humans and AI for their own organizations. Leading Wall Street research firm Evercore ISI, in collaboration with venture studio Visionary Future, embarked on a comprehensive study to understand the profound effects of gen AI on businesses, the broader economy, and its integration into future workforces. They conducted an in-depth analysis of more than 160 million jobs to produce analytical insight to help leaders navigate change. The conversation should not be about whether gen AI…

2. Is Your Job AI Resilient?

3. Talent Management in the Age of AI

BUSINESS LEADERS HAVE navigated an immense amount of change in recent years: varying hiring trends across industries, evolving remote and hybrid work strategies, swings in the number—and type—of people switching jobs, and changing generational preferences. But none of that compares with the seismic shift AI represents as it starts to fundamentally redefine the way we work across sectors and societies. As the CEO of LinkedIn, a platform dedicated to creating economic opportunity for the global workforce, it’s no surprise then that in almost every conversation I have these days, especially with fellow CEOs, I’m consistently asked the same question: “What is happening with AI and work, and what does it mean for me?” Here’s my response: The world of work is quickly changing this, and the most important thing to do is…

3. Talent Management in the Age of AI

4. Is Gen AI’s Impact on Productivity Overblown?

LARGE LANGUAGE MODELS (LLMs) have been heralded as a boon to collective productivity. McKinsey boldly proclaimed that LLMs and other forms of gen AI could grow corporate profits globally by $4.4 trillion annually, and Nielsen trumpeted a 66% increase in employee productivity through the use of these same tools. Projections like these have made finding ways to use these tools—and turbocharge productivity—a top priority for many companies over the past year. While we are intrigued and impressed by this new technology, we advise cautious experimentation instead of wholesale companywide adoption. Amid all the hype, there is reason to question whether these tools will have the transformative effects on companywide productivity that some predict. One reason to take a slower approach is that assessments of productivity typically focus on the task level—summarizing…

4. Is Gen AI’s Impact on Productivity Overblown?

5. Gen AI Will Change How We Design Jobs. Here’s How

AS CHATBOTS FROM Microsoft and Google have been followed by a flood of new gen AI products from Amazon, Box, Salesforce, Oracle, and others, executives have been looking for the most effective ways to turn the potential of gen AI into practical applications. The potential is unprecedented—the technology not only transforms routine work but brings the power of AI to creative and knowledge work, putting companies in a position to not only achieve great gains in productivity but also create entirely new paths for enterprise reinvention. To pursue those paths, company leaders should first seek to understand the potential impact of gen AI on their particular industry, which could be much larger than it might now appear. Functional leaders should similarly analyze the potential impact in their domains. Then, working collaboratively…

5. Gen AI Will Change How We Design Jobs. Here’s How

6. How Different Fields Are Using Gen AI to Redefine Roles

THERE IS AN expectation that implementing new and emerging gen AI tools enhances the effectiveness and competitiveness of organizations. This belief is evidenced by current and planned investments in gen AI tools, especially by firms in knowledge-intensive industries such as finance, health care, and entertainment, among others. According to forecasts, enterprise spending on gen AI will increase by twofold in 2024 and grow to $151.1 billion by 2027. However, the path to realizing return on these investments remains some-what ambiguous. While there is a history of efficiency and productivity gains from using computers to automate large-scale routine and structured tasks across various industries, knowledge and professional jobs have largely resisted automation. This stems from the nature of knowledge work, which often involves unstructured and ill-defined tasks. The specific input information, desired…

6. How Different Fields Are Using Gen AI to Redefine Roles

7. How to Get Hired in the Era of Gen AI

WORK IS CHANGING. New forms of AI can now help us write emails and develop code. Algorithms can create reports, and with the speed of adoption in the past few months, it’s easy to imagine tedious tasks like creating PowerPoints, analyzing data sets, and taking meeting minutes resting in the hands of AI assistants. This new era is exciting and at the same time poses questions. Perhaps the biggest one is: What value can I add as someone just entering the workforce? The World Economic Forum Future of Jobs Report 2023 may provide some answers. Based on a survey of more than 11 million workers across 803 companies, 27 industry clusters, and 45 economies from all regions of the world, the report confirms that technology will be a critical driver of business…

7. How to Get Hired in the Era of Gen AI

Executive Summaries

Approach AI as an ongoing conversation partner, not an oracle. DON’T LET GEN AI LIMIT YOUR TEAM’S CREATIVITY PAGE 34 Implementing Gen AI Turn Generative AI from an Existential Threat into a Competitive Advantage Scott Cook, Andrei Hagiu, and Julian Wright | page 10 By making it vastly easier and cheaper to improve or create products and services that previously required significant human labor and creativity, generative AI has the potential to disrupt or even commoditize many businesses. Some companies will be able to gain an edge by leveraging publicly available generative AI tools better or faster than their competitors. But that advantage will be only temporary, and using the tools will soon become table stakes. This means established companies will have to rethink their business strategies and find new ways to add value to their offerings. In…

Executive Summaries

Analysis you can trust

Read the latest research-based thought leadership from Harvard Business Review Analytic Services. Access business intelligence and peer-groups insight from the HBR Advisory Council global research panel and from subject matter experts on today’s most pressing management topics. RECENTLY PUBLISHED Pulse Surveys Investing in Travel to Drive Innovation Sponsored by American Express Global Business Travel Realizing and Unlocking the Strategic Value of Tuition Assistance Benefits Sponsored by Strategic Education Inc. Making the Leap to a Digital-First Enterprise Sponsored by Amplitude White Papers Digitizing Risk and Compliance: How AI Can Help Manage a Growing Challenge Sponsored by PWC Industry Clouds Become Catalyst for Transformation Sponsored by Wipro Product Life Cycle Management: A Catalyst for Business Transformation Sponsored by Autodesk Research Webinars Spread of Misinformation about Corporations Sponsored by Boston University Questrom School of Business Combining SMS and Email Marketing to Drive Better Customer Engagement and Business Outcomes Sponsored by Intuit Mailchimp Combining Low-Code/No-Code…

Analysis you can trust

In This Issue

Description

Details

Reviews

Recent Digital Issues Browse all

Recent Harvard Business Review Special Issues Digital Issues Browse all back issues

Harvard Business Review Special Issues (Digital) Subscription April 25th, 2023 Issue

Harvard Business Review Special Issues (Digital) Summer 2023: $18.99

Harvard Business Review Special Issues (Digital) Subscription January 24th, 2023 Issue

Harvard Business Review Special Issues (Digital) Spring 2023: $18.99

Harvard Business Review Special Issues (Digital) Subscription October 25th, 2022 Issue

Harvard Business Review Special Issues (Digital) Winter 2022: $18.99

Harvard Business Review Special Issues (Digital) Subscription July 26th, 2022 Issue

Harvard Business Review Special Issues (Digital) Fall 2022: $18.99

Harvard Business Review Special Issues (Digital) Subscription October 22nd, 2024 Issue

Harvard Business Review Special Issues (Digital) Winter 2024: $18.99

Harvard Business Review Special Issues (Digital) Subscription July 23rd, 2024 Issue

Harvard Business Review Special Issues (Digital) Fall 2024: $18.99

Harvard Business Review Special Issues (Digital) Subscription April 23rd, 2024 Issue

Harvard Business Review Special Issues (Digital) Summer 2024: $18.99

Harvard Business Review Special Issues (Digital) Subscription January 23rd, 2024 Issue

Harvard Business Review Special Issues (Digital) Spring 2024: $18.99

Harvard Business Review Special Issues (Digital) Subscription October 24th, 2023 Issue

Harvard Business Review Special Issues (Digital) Winter 2023: $18.99

Harvard Business Review Special Issues (Digital) Subscription July 25th, 2023 Issue

Harvard Business Review Special Issues (Digital) Fall 2023: $18.99

Harvard Business Review Special Issues (Digital) Subscription April 25th, 2023 Issue

Harvard Business Review Special Issues (Digital) Summer 2023: $18.99

Harvard Business Review Special Issues (Digital) Subscription January 24th, 2023 Issue

Harvard Business Review Special Issues (Digital) Spring 2023: $18.99

Harvard Business Review Special Issues (Digital) Subscription October 25th, 2022 Issue

Harvard Business Review Special Issues (Digital) Winter 2022: $18.99

Harvard Business Review Special Issues (Digital) Subscription July 26th, 2022 Issue

Harvard Business Review Special Issues (Digital) Fall 2022: $18.99

Harvard Business Review Special Issues (Digital) Subscription October 22nd, 2024 Issue

Harvard Business Review Special Issues (Digital) Winter 2024: $18.99

Harvard Business Review Special Issues (Digital) Subscription July 23rd, 2024 Issue

Harvard Business Review Special Issues (Digital) Fall 2024: $18.99

Harvard Business Review Special Issues (Digital) Subscription April 23rd, 2024 Issue

Harvard Business Review Special Issues (Digital) Summer 2024: $18.99

Harvard Business Review Special Issues (Digital) Subscription January 23rd, 2024 Issue

Harvard Business Review Special Issues (Digital) Spring 2024: $18.99

Reviews

0

0

0

0

0

Ask a Question

Ask a question about this product

Please enter content for the question.

Please enter at least 10 characters.

Your question can not be more than 150 characters.

Please enter your first name and last name.

Only letters allowed for first name and last name.

Please enter your email.

Submit Cancel Processing...

Thank you for your question! Your question has been submitted and will be published soon.

OK

Answer this question

Please enter content for the answer.

Please enter at least 10 characters.

Please enter your first name and last name.

Only letters allowed for first name and last name.

Please enter your email.

Submit Cancel Processing...

Thank you for your answer! Your answer has been submitted and will be published soon.

OK