Operations and supply chain management

You can find leverage even when the other side has all the power.

Critical back-end processes remain concentrated in Asia. These three steps can help bring them to the United States.

The best innovations aren’t always cutting edge.

The most important effect of AI is the one we can’t see.

Position your organization to withstand shocks—and even capitalize on them.

Three lessons from Costco, Dillard’s, Walmart, and more.

New research reveals why some companies outperform others—even when adopting the same practices.

How to turn constant disruption into an advantage.

To adapt, companies will need to manage customer expectations, operational challenges, and carrier contracts.

Three keys to success in a fractured global business environment.

To reduce risk, refine their strategies, and optimize adoption at scale, companies need more testing at the organizational level.

Too much change can traumatize your organization. The remedy is to minimize the need.

CEOs must put projects, not operations, at the center of how their companies create value. Here’s how.

The longtime leader of the world’s largest real-estate-investment trust outlines how customer focus and experimentation has helped it adapt to e-commerce, AI and automation, and geopolitical uncertainty.

Local initiatives—driven by necessity and resource constraints—offer scalable solutions for waste reduction, supply chain resilience, and environmental and social leadership.

A new simulation demonstrates how these might work—and how leadership will need to change to succeed with them.

New research found that three levers—availability, personalization, and efficiency—can turn a costly nuisance into a growth opportunity.

An HBR Executive exclusive Q&A with Lew Frankfort, the former CEO of Coach and author of the new book, “Bag Man.”

Companies that move too quickly often undermine partnerships. This framework can help executives build long-term value.