Change management

During his 16 years as CEO, Jeffrey Immelt engineered a radical makeover of GE, repositioning the firm as a digital industrial company looking to define...

The CEO wants to increase collaboration and cut costs with an open-plan work space, but the knowledge workers say they need their walls, their doors, and their privacy.

How managers can measure and manage their company's capacity for change.

What do IBM, Texas Instruments, Owens Corning, and Duke Power have in common? They’re all redesigning their organizations around their core processes—and reaping enormous benefits as a result.

One of the world’s foremost board-game designers reflects on what makes people want to compete—and win.

User innovation. Crowd sourcing. Peer production. By now, your eyes may glaze over when you hear about concepts like these - unless, that is, mention...

Turbulent times put leaders to the test. How people handle unwelcome surprises and unexpected blows to the best-laid plans can exacerbate a run of bad...

As with most mergers, the announcement this week that United Airlines was joining forces with Continental Airlines to become the world's largest airline...

When companies cause emotional pain through nasty bosses, layoffs, and change, a certain breed of “healing” manager steps in to keep the gears moving. They are toxic handlers—unsung corporate heroes who save the day, but often pay a high price.

A Gartner survey found that employees' willingness to support enterprise change fell from 74% in 2016 to just 43% in 2022.

How one Wisconsin health system did it.

How to make change happen in an organization that is set in its ways.

They should start by understanding their own behavior.

Taking advantage of big data is as much about people as technology.

Imagine yourself solving an arithmetic problem with the top managers of a leading Japanese automobile company. As a group, Japanese producers already export 2.3 million passenger vehicles a year to the United States. They are also building capacity for an additional 2.5 million vehicles in North America. You remind your friends across the table that […]

They know how to read and respond to change — and they have the skills to do it.

Competitors can still learn from GE, even as it struggles.

This post is part of an HBR Spotlight examining leadership lessons from the military. In the July/August HBR, Roger Martin argues that business is being...

Invest in prediction, adaptability, and resilience.

A manager has to force change. My role was to make people change at a faster pace than they would ever have chosen.