Martin Lindstrom, founder and chairman of Lindstrom Company, says that many companies are still held back by doing things the way they've always done them, or failing to break down bureaucracy. For Lindstrom, it's not just about getting away from bureaucratic norms for the sake of innovation, but because so many things workers do each and every day don't actually make much sense. He suggests workers, leaders, and organizations consider ways in which processes can be improved - and the ways these new processes can improve life for everyone. And he argues that companies should actually devote a team or department to making sure common sense is used throughout the organization. Lindstrom is the author of the book "The Ministry of Common Sense: How to Eliminate Bureaucratic Red Tape, Bad Excuses, and Corporate BS."

Muriel Wilkins, cofounder of the executive coaching firm Paravis Partners, says that starting a leadership role at a new company or via internal promotion is demanding. Doing so remotely during the Covid-19 pandemic is even more challenging. She says that new senior leaders must focus on two things: connectivity and credibility. And she explains how to build those attributes when much of the job is performed virtually. Wilkins is the host of the new HBR Presents podcast “Coaching Real Leaders.”

Mary Barra, chair and CEO of General Motors, says that electric vehicles are the future for the company and the automobile industry. GM has said it will phase out vehicles using internal combustion engines by 2035 and go carbon neutral at all of its facilities. Barra describes how she's executing on that plan as well as offering broader leadership lessons in an interview with HBR editor Amy Bernstein.

Ajay Banga, the executive chairman and former CEO of Mastercard, has spearheaded a strategy focused on serving the previously unbanked via new technologies. During his 11-year tenure as president and chief executive, the company tripled revenues, increased net income six-fold, and saw its market cap rise from below $30 billion to more than $300 billion. He attributes this growth to setting ambitious goals, planning for the long term, and ensuring that all employees and customers feel valued.

Panos Panay, incoming co-president of the Recording Academy, which presents the Grammys, and R. Michael Hendrix, partner at the innovation consultancy IDEO, argue that the music world offers myriad lessons for anyone looking to improve their performance at work. They explain how strategies long used by musicians -- from egoless experimentation to gathering talented teams for creative collaboration -- can be applied directly to business. Panay and Hendrix are the authors of "Two Beats Ahead: What Musical Minds Teach Us About Innovation."

Shelly McNamara, head of equality and inclusion at Procter & Gamble, knows just how valuable it is to work at an inclusive company. Back in 2012, as a VP at P&G, she came out publicly as LGBTQ, and she's since worked tirelessly to ensure that the organization is not only diverse but also a place where all employees feel like they can be their authentic selves. After more than a year of pandemic and political and racial tensions in the U.S. and other parts of the world, these issues have become even more critical for businesses to address, and McNamara points to specific DEI strategies that have proven effective in a variety of corporate environments. McNamara is the author of the book "No Blanks, No Pauses: A Path to Loving Self and Others."

When the work keeps piling on, there comes a time when everyone needs to say no. But how do you do so without offending your coworkers or hurting your career? Former host Sarah Green Carmichael, and Karen Dillon, the author of the “HBR Guide to Office Politics,” talk about the best practices on saying no to work when you're overwhelmed.

Noubar Afeyan, cofounder and chair of Moderna Therapeutics and CEO of Flagship Pioneering, says that the breakthrough innovation behind the company’s Covid-19 vaccine came not as a stroke of luck, but from a repeatable process. He outlines a system called “emergent discovery” that involves working back from future ideals, pioneering in novel spaces, encouraging unreasonable ideas, and persistently questioning hypotheses. And he says this process applies to other industries besides life sciences. Afeyan is the coauthor, with HBS professor Gary Pisano, of the HBR article "What Evolution Can Teach Us About Innovation."

It's a cliche, but they say it's best to write what you know. That was the case for comedian Sarah Cooper, who rose to viral social media fame in the Trump era through her lip sync TikTok videos. She formerly worked at Yahoo and Google, and she found her way into comedy, in part, by looking at and pointing out the absurdities of corporate culture. She speaks about how humor helped her manage a team, why she took the big risk to quit her job, and how she's navigating the new work world of Hollywood. Cooper is the author of the forthcoming audio book "Let's Catch Up Soon: How I Won Friends and Influenced People Against My Will."

In eras past, the United States welcomed immigrant laborers to build and support the country's infrastructure and innovators and entrepreneurs to advance its businesses and technology. And yet immigration is a hot-button issue today, with many saying it's a drain on the U.S. economy. Ran Abramitzky, a professor at Stanford University, and Leah Boustan, a professor at Princeton, looked at decades of data to understand the real impact that immigrants and their descendants have on America today. Their findings dispel several modern-day myths and suggest that not just political but also corporate leaders need to push for more rational rhetoric and policies. Abramitzky and Boustan are the authors of "Streets of Gold: America's Untold Story of Immigrant Success."

In an ideal world, professional conflicts are settled with thoughtful discussion and collaborative decision-making. But that’s not usually how it works. More typically, you see leaders - or the loudest voices - win out, leaving others resentful. And sometimes people don’t even try to hash out differences of opinion; they’d prefer to avoid a fight. Bo Seo, two-time world champion debater, says we can learn to disagree in healthier, more effective ways that ultimately generate better outcomes for teams, customers, and shareholders. Seo is also the author of the book “Good Arguments: How Debate Teaches us to Listen and Be Heard.”

Most organizations have now accepted that the days of all their knowledge workers coming into the office full time are over. So what's next? Sid Sijbrandij, CEO and cofounder of Gitlab, thinks all-remote can be the answer. His open-source software development company took that approach from the start not because of the pandemic but because its founding team was dispersed and early employees were more productive at home. Now with more than 1,300 people spread across more than 60 countries, GitLab is said to be the world’s largest all-remote company. He shares the lessons he's learned about the best way to manage a distributed workforce.

In the early 1990s, publishers told science journalist Daniel Goleman not to use the word “emotion” in a business book. The popular conception was that emotions had little role in the workplace. When HBR was founded in October 1922, the practice of management focused on workers’ physical productivity, not their feelings. And while over the decades psychologists studied “social intelligence” and “emotional strength,” businesses cultivated the so-called hard skills that drove the bottom line. Until 1990, when psychologists Peter Salovey and John Mayer published their landmark journal article. It proposed “emotional intelligence” as the ability to identify and manage one's own emotions as well as those of others. Daniel Goleman popularized the idea in his 1995 book, and companies came to hire for “EI” and teach it. It’s now widely seen as a key ingredient in engaged teams, empathetic leadership, and inclusive organizations. However, critics question whether emotional intelligence operates can be meaningfully measured and contend that it acts as a catchall term for personality traits and values. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and scientific management. Discussing emotional intelligence with HBR executive editor Alison Beard are: Daniel Goleman, psychologist and author of Emotional Intelligence Susan David, psychologist at Harvard Medical School and author of Emotional Agility Andy Parks, management professor at Central Washington University Further reading: HBR: Leading by Feel, with Daniel Goleman New Yorker: The Repressive Politics of Emotional Intelligence, by Merve Emre HBR: Emotional Agility, by Susan David and Christina Congleton Book: Emotional Intelligence, by Daniel Goleman

In The New World of Work video series, host and HBR Editor in Chief Adi Ignatius explores how top-tier executives see the future and how their companies are trying to set themselves up for success. Each week, he interviews a top leader live on LinkedIn, and in this special IdeaCast episode, he speaks with LinkedIn CEO Ryan Roslansky on how his company adapted during the pandemic (and after) and how he approaches growth, talent management, and more. You can browse previous episodes of The New World of Work on the HBR YouTube channel and follow HBR on LinkedIn to stay up-to-date on future live interviews. Ignatius also shares an inside look at these conversations —and solicits questions for future discussions — in a newsletter just for HBR subscribers. If you’re a subscriber, you can sign up here.

Even in a slowing economy, the battle to attract and retain talent persists. But employers need to look beyond what people are currently demanding — whether it’s higher salaries, more stock options or the flexibility to work from home. Studies show that, over the long term, employees also find value in aspects of work that they overlook in the short term, such as community and opportunities for growth. Professor Amy Edmondson and INSEAD associate professor Mark Mortensen offer up strategies for a holistic talent acquisition and retention strategy that incorporates more lasting benefits, even if workers aren't asking for them right now. Edmondson and Mortensen are the authors of the HBR article "Rethink Your Employee Value Proposition."

By hosting the podcasts How I Built This and Wisdom from the Top, Guy Raz has won an inside look at how visionary leaders build their own careers and incredible companies. While many leaders have unique qualities that help them succeed, he has identified three behaviors that consistently rise to the surface. These leaders create a culture of collaboration. They encourage risk-taking. And they allow for failure. Raz shares stories of leaders of everything from Starbucks to Proctor & Gamble.

How do you solve the world's toughest problems? Or find the next big thing in tech? Lots of organizations fail to explore and take big bets on new ideas because they can't tolerate the mess of experimentation and the fear of failure. At X, Alphabet's dedicated innovation factory, they don't have that problem, and Astro Teller, Captain of Moonshots at X, can explain why. Undertaking projects on everything from rural communication to ocean health to machine learning, he and his teams operate with different creative mindsets and decision-making principles than many of us. He spoke with host Alison Beard at HBR at 100: Future of Business live virtual conference.

As a founding board member of PayPal, cofounder of LinkedIn, and a partner at Silicon Valley VC firm Greylock, Reid Hoffman has long been at the forefront of the U.S. tech industry, from the early days of social media to the launch of new artificial intelligence tools like ChatGPT. He acknowledges that technologists are often better at seeing the benefits of their products and services than they are at predicting the problems they might create. But he says that he and his peers are working harder than ever to understand and monitor the downstream effects of technological advancements and to minimize risks by adapting as they go. He speaks about the future of A.I., what he looks for in entrepreneurs, and his hopes for the future. Hoffman is the host of the podcast Masters of Scale as well as the new show Possible.

Sabbaticals have long been thought of as an academic privilege, but a growing number of companies offer them, especially since the pandemic. DJ DiDonna, a senior lecturer at Harvard Business School and founder of The Sabbatical Project, has interviewed hundreds of workers who’ve taken them and studied organizations that offer them. From his research and his own experience on a sabbatical, DiDonna shares the surprising impacts that extended time off—paid or unpaid—can have on workers, teams, and the overall organization. And he explains how organizations can make sabbaticals work both financially and culturally.

After decades of industrial policy that favored globalization and free trade, we are entering a new era. Prompted by the pandemic, climate change, rising geopolitical tensions and economic concerns, countries and groups of countries are once again using the power they have to intervene in the private sector, whether it's investing in drug development, offering clean energy tax breaks, or incentivizing domestic manufacturing. Harvard Business School professor Willy Shih wants to help corporate leaders navigate these changes in a way that protects their businesses, workers, and customers. He explains the new challenges - as well as opportunities. Shih wrote the HBR article, "The New Era of Industrial Policy is Here."

Much of the business world has bought into the idea of stakeholder capitalism. But Freada Kapor Klein and Mitch Kapor say that doing some good by doing well isn’t enough when the business impact still creates negative effects and broader disparities overall. Freada, with a background in social justice and empirical research, and Mitch, an entrepreneur and investor who got his start making early spreadsheet software, strive to invest in ventures that close the distance between those with wealth and privilege and those without. The founders explain their metrics and decision-making process at Kapor Capital. The profitable firm explicitly invests in tech startups serving low-income and underrepresented communities. Freada and Mitch wrote the book Closing the Equity Gap: Creating Wealth and Fostering Justice in Startup Investing.

Traditionally, private equity companies have created value at the companies they own by taking on debt, restructuring, and exploiting underserved opportunities. But surging interest rates and increased competition have made it much harder to deliver strong returns. Ted Bililies, a partner and managing director of AlixPartners, says private equity leaders can no longer count on financial engineering to drive performance. Instead, they need to invest in the human capital at their portfolio companies. Bililies wrote the HBR article “Private Equity Needs a New Talent Strategy.”

For a long time, conventional wisdom ruled that companies should avoid reselling their own products in used condition. There’s the threat of cannibalization, marketing confusion, and tricky logistics that can erase margins. But more name-brand retailers are jumping into resale, says Wharton marketing professor Tom Robertson. Thanks in part to Gen Z with its zeal for sustainability, he says consumer demand is rising fast for reused goods. He sees a revolution where brands cash in on resale, knowing that if they don’t own those customer relationships and sales, others will. Robertson wrote the HBR article “The Resale Revolution.”

Worker disengagement is on the rise around the world. Even those of us who generally like our jobs sometimes find it hard to muster energy and focus. So what's the key to regaining motivation? Harvard Business School professor Boris Groysberg and research associate Robin Abrahams share a four part process to help you get your groove back: detachment, empathy, action and reframing. They offer simple tips like thinking in the third person, helping others, and gamification to help get back on track. Groysberg and Abrahams are the authors of the HBR article "Advice for the Unmotivated."

Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. This week: how your team can get the most out of digital collaboration tools.

When news breaks of a CEO succession, much of the attention is given to the new leader and how they will change the company. But new research shows that the leave-taking process of the outgoing chief executive is often mishandled, with negative impacts on succession and the organization. Rebecca Slan Jerusalim, an executive director at Russell Reynolds Associates, and Navio Kwok, a leadership advisor at RRA, say that boards are often surprised when a CEO gives notice, and they often make that person feel excluded during the handoff process. The researchers share stories from the front lines about CEO psychology, best practices for outgoing leaders and their boards, and broader lessons for effective transitions. Jerusalim and Kwok wrote the HBR article "The Vital Role of the Outgoing CEO."

Many managers don't know what to say when a team member appears angry, frustrated, or sad. They might even feel it is unprofessional to acknowledge those feelings at all. But research shows that avoidance is costly. Doctoral student Christina Bradley and professor Lindy Greer, both of the Ross School of Business at the University of Michigan, say teams perform better when their leaders respond effectively to members’ emotions. The researchers outline when and how to do that in a way that builds stronger relationships, teams, and organizational culture. Bradley and Greer are coauthors, with Michigan Ross professor Jeffrey Sanchez-Burks, of the HBR article "When Your Employee Feels Angry, Sad, or Dejected."

What if the key to efficiency in a world increasingly powered by AI wasn't quantity, but quality? Neuroscientist Mithu Storoni has looked at how and when our brains are the most creative and truly productive at knowledge work. As automation and AI take more rote takes off our plates, she shares how we can train our brains to be more effective at doing work that really matters. She explains how our brains tackle different kinds of work, how we can better schedule our days to align with those states of mind, and what this all means for managers and organizations. Storoni is the author of the new book Hyperefficient: Optimize Your Brain to Transform the Way You Work.

Move Concierge, a service that connects utilities and home services for new homebuyers, has announced a key partnership with Side, a real estate brokerage platform that helps agents create and grow their own boutique companies.  Through this partnership, real estate agents who work with Side will have access to Move Concierge services through Side Marketplace,…

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Maria unboxes the February 2017 kit called "Fresh Picked" from the new subscription box for planner lovers by Mommy Lhey Designs.

Wednesday, December 11 at 11:00 am CT Remain in compliance with both Section 1071 and the Home Mortgage Disclosure Act with an efficient application process. While financial institutions are correctly concerned about how Section 1071 implementation will impact their processes, don’t miss this HMDA refresher to help prepare for the March 1st reporting deadline. As...

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Tax Manager Chrysa Cousley, CPA, has been named has been named the 2024 Outstanding Young Professional by the Missouri Society of Certified Public Accountants (MOCPA). The annual MOCPA Impact Award for Outstanding Young Professional honors one CPA under the age of 35 who serves as an emerging and dynamic leader in the profession. This recognition...

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A French mobility company called Mobilize has designed a new type of vehicle from scratch. Two, actually: The Duo, an enclosed two-seater electric quadricycle, and its sibling the Bento, which ditches the back seat for a large storage box.

Both vehicles were meant to be strong urban design statements, and to not draw on outdated references. "The Duo's greatest strength is its unique design," says Jean-Philippe Salar, Mobilize's Design Director. "What we wanted for this vehicle was to avoid imitating a car. It's in effect a little spaceship, a little lunar capsule on 4 wheels."

Not being a car, the diminutive Duo can be driven by folks as young as 14 in France.

The tandem seating arrangement, rather than side-by-side, is to make the vehicle as narrow as possible, the better to slip through traffic.

The gullwing doors allow ingress and egress even in tight spaces.

The charging cable sits in a dedicated compartment in the vehicle's nose. And, surprisingly, the vehicle features an airbag for safety.

The company refers to the single-seater Bento as a micro utility vehicle; it boasts a cargo box on the back that can swallow nearly a cubic meter.

The Bento requires a proper driver's license, as its more powerful electric motor can top out at 80 km/h (50 mph). It's targeted at last-mile delivery services and tradespeople who travel with tools.

Intriguingly, the dashboard of both vehicle was inspired by an icon of 1980s urban culture: The boombox. "The design of Duo et Bento, both on the outside and inside – with its dashboard that refers to boomboxes – deliberately goes against the grain of classic automotive language," says Salar. The designers also decided not to include a screen, reckoning that most people are already carrying one these days.

Both vehicles require half the space to park as a car.

The construction of the vehicles is decidedly un-car-like: "It's based on a metal birdcage structure to which we simply glue plastic panels," says Benoit Abadie, Mobilize's Director of Engineering. "We have around 300 parts in Duo, that's 5 times less than in a normal car, which has around 1,500."

Mobilize is a subsidiary of Renault, and both vehicles are manufactured at Renault's factory in Tangiers. "It's an ISO 14001 plant that's working towards carbon neutrality," says Wafa Boujguenna, the company's Industrial Project Manager. "Duo and Bento are eco-designed vehicles, made from 40% recycled materials, battery included, and are 95% recyclable, including the battery."

The vehicles will be sold in France, Spain, Italy and the Netherlands. No word on if these will come to the U.S.

There's a great interview with the design team below, explaining what they were going for:

German company Brabus provides aftermarket upgrades to Mercedes-Benz, Maybach, Porsche and Rolls-Royce vehicles. They also produce their own limited-edition rides, and this is their largest: The Brabus Big Boy 1200, a luxury motorhome.

At nearly 40' long, 8.2' wide, and 13.1' tall, it's shocking you don' t need a CDL to drive the thing. (To make it a little easier to pilot, there is a 360-degree camera monitoring system.)

It offers 320 square feet of living space. Once you park the vehicle, it self-levels. You can then deploy the slide-outs, extending the width of the bedroom and living room to 14.8'.

The bed, which is in a transverse orientation, is the European equivalent of a queen-size (63" x 79", versus the 60" x 80" we've got on this side of the pond). The mirrors beyond the bed conceal a large closet.

The bedroom features a desk and a 43" 4K television with an integrated Playstation 5 system and, thanks to satellite internet via Starlink, access to the internet and streaming services.

The living room features leather-upholstered sofas with Alcantara wood accents.

The kitchen boasts an induction stove, oven, coffee machine, dishwasher, and refrigerator with an interior freezer. There's an additional dedicated wine fridge.

The bathroom is done up in actual stone and features a "rainforest shower."

Directly above the driver's cabin is an electrically lowerable bed, also 63" wide. I have no idea why they don't show this in the photos, it sounds pretty cool.

Lastly, it's got a 12.8-liter six-cylinder turbodiesel, and the vehicle tops out at 56 mph. (I'd be terrified to drive this thing at half that speed.)

"Thelma & Louise" alternate ending

The message from Autodesk and the many companies that presented and exhibited at Autodesk University (AU) last month in San Diego was clear: for the product design and manufacturing (D&M), architecture, engineering, construction and operations (AECO), and media and entertainment (M&E) industries, AI is a driving force behind productivity.

Autodesk University Mainstage

Data, data, data

AI-driven productivity is customized to the specific needs of each industry, with various generative and multimodal AI models providing solutions for tasks like workflow optimization, manufacturing quality assurance, regulatory compliance, and design visualization. However, the value of AI across these sectors—and beyond—is determined by the quantity and quality of data used.

Quantity matters because more data enables AI systems to learn and improve. Quality, however, is more complex. It requires obtaining relevant data, ensuring data accuracy, and verifying that data usage complies with ethical standards.

Dell demonstrated how their workstations can run generative AI 3D content with NVIDIA Edify trained on Shutterstock ethically sourced content.

Customers are key

The importance of AI and data was evident throughout AU, with presentations and product demonstrations highlighting customer-centric solutions. Hardware providers showcased high-performance workstations equipped with powerful processors, optimized to support AI workloads. Meanwhile, data and asset management providers emphasized AI’s capabilities in extracting valuable information, managing metadata, and monitoring workflows in real time.

Lenovo displayed next generation workstations designed with a customer-centric focus. Partnering with Intel®, NVIDIA and Aston Martin, they offer high-end graphics, memory and processing power.

Autodesk’s Design & Manufacturing team showcased how they are addressing their customers' needs by delivering AI-powered efficiencies through Fusion, a cloud-based, unified platform for design and manufacturing. They also introduced Project Bernini, a research initiative focused on a new approach to generative AI. Unlike many generative models that prioritize the appearance of 3D objects, Bernini emphasizes generating structural 3D data from the inside out, which aligns closely with real-world production needs.

Experimental research project Bernini model generates shape and texture separately and does not confuse or meld those variables.

AI provides a wide range of possibilities based on industry-specific needs. For entertainment and gaming, AI can generate lifelike product and character models, while in manufacturing and design, it lays the foundation for real-world production. With tools like Fusion and research projects like Bernini, Autodesk aims to empower creators and makers to leverage AI for both efficiency and innovation.

The Formlabs User Summit, the company's annual 3D printing user conference, starts tomorrow at 9am ET. The company's SLS and SLA printers will be on-show, along with industry folks discussing the impact of 3D printing across a variety of industries.

The event will feature a keynote presentation with Formlabs CEO Maxim Lobovsky and aerospace engineer and renowned YouTube influencer Tom Stanton. Other key speakers will include:

- Nihat Isitman, Senior Materials Engineer at Apple

- Matthais Shulz, Technologist for AM Polymer Series Manufacturing at Brose

- Patrick Marr, Senior Director of Prototype Development at Hasbro

The free event will be livestreamed on YouTube. You can register to watch it here.

ITMA ASIA + CITME 2025, set for October in Singapore, has nearly sold out its 60,000 sqm exhibition space with strong interest from 731 global tech providers. The event, supported by CEMATEX and CTMA, will showcase innovations tailored for Asia’s growing textile hubs. Key sectors include finishing, spinning, and knitting, highlighting sustainable tech and automation trends.

Many small-to-midsize banks and financial institutions are still running on-premise Microsoft Exchange email servers, whether in their own walls, or in the walls of their technology service provider. Microsoft recently announced that multiple hacking groups were targeting Microsoft Exchange servers in coordinated attacks, which could cause a damaging data breach for these organizations. With all...

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Anders was named to St. Louis Small Business Monthly’s list of Best Accounting Firms for 2021. The Best Accounting Firms were nominated by St. Louis area businesses and voted to have the top accountants in St. Louis as part of Small Business Monthly’s Best in Business awards. The 2021 Best Accounting Firms will be recognized...

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The latest vital signs report detailing the affects of exposure to electronic cigarette advertisements on middle and high school students in the United States during 2014.

This release explains the latest campaign for TIPS from Former Smokers in it's 5th year.

More than 1.8 million smokers attempted to quit smoking and an estimated 104,000 Americans quit smoking for good because of the nine-week-long 2014 Tips From Former Smokers ( Tips ) campaign.

Report on the latest statistical data regarding middle and high school students and tobacco use.

Infographic showing data regarding middle and high school students and tobacco use.

Report on the latest statistical data regarding adults and e-cigarette use.

Report on the latest smoke-free laws that are affecting public places.

The latest statistical data regarding adult tobacco use in the U.S. during 2013-2014.

The latest data on the disparities of the adult population of tobacco use in the U.S.

The latest data regarding how advertising expenditures have been spent on sporting events in the United States during 1992-2013.

Data regarding smoking, quantity and access to cigarettes by youth in 45 countries during 2013 and 2014.