The overwhelming majority of generative AI programs have so far failed to deliver significant business returns. Research across industries reveals that the small percentage of companies who actually are unlocking AI’s potential are distinguished by leaders who act as “shapers,” aligning technical innovation with business strategy, fostering trust, driving adoption, and embedding AI responsibly into operations. These leaders consistently exhibit five crucial behaviors: strategic agility, human centricity, applied curiosity, performance drive, and ethical stewardship. Rather than concentrating authority in a single AI champion, successful firms need to intentionally cultivate these skills in leaders across teams and levels, so that leadership will become an accelerant, not a barrier, to AI transformation.

Harvard Business Review

13.09.2025

When CMOs and CFOs Align Their KPIs, They Deliver More Value

CMOs are under intense pressure to increase revenue and improve efficiency. The problem is that many of their traditional KPIs–reach, impressions, engagement rates, brand lift studies–are useful for marketers but don’t connect directly to business results. CFOs, CEOs, and the board care about profit, forecasting stability, and capital allocation. They want to know: If we spend an additional $2 million on marketing next quarter, how much incremental revenue can we expect? And how confident are we in that number? When CMOs can’t answer that question clearly, it leads to misaligned expectations and under-leveraged marketing budgets. But when organizations align marketing and finance around measurement, they can cut waste and do a better job of investing in what actually works.

Harvard Business Review

13.09.2025

Which Weak Signals Should You Pay Attention To?

Traditional economic indications, such as interest and unemployment rates, are sending conflicting signals about the state and future of the global economy. In this issue of the HBR Executive Agenda, HBR editor at large Adi Ignatius asked CEOs from HBR Executive’s Advisory Council to share which metrics they follow to stay ahead of the competition.

Harvard Business Review

13.09.2025

Teams That Prioritize Either Learning or Performance Perform Better

Performance management practices and systems often encourage teams to “innovate and deliver,” pushing them toward high standards while asking them to be flexible and experimental. But new research finds that expecting teams to emphasize both learning and performance at the same time in this way dilutes their focus. Employees can end up confused: Are we here to grow and try new things, or to hit targets and avoid mistakes? This ambiguity erodes a critical ingredient for high-functioning teams: task meaningfulness. Teams need clarity. When they’re given a focused direction—either to master or to deliver—they’re more likely to find meaning in their work, collaborate effectively, and achieve better results.

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Harvard Business Review

Economy

What Companies with Successful AI Pilots Do Differently

When CMOs and CFOs Align Their KPIs, They Deliver More Value

Which Weak Signals Should You Pay Attention To?

Teams That Prioritize Either Learning or Performance Perform Better

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