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Organizations dominate our lives, yet how well do we really understand them, and their differences? To get past the one-size-fits-all notion of organization design, this article presents four forms of organizations-the personal enterprise, the programmed machine, the professional assembly, and the project pioneer-each with its own way of managing and crafting strategy. Many organizations come remarkably close to one of these forms, while others can be understood as hybrids of them. Nevertheless, since organizations are made up of people, every one of us different, every single organization structure must be customized through a process of design doing.

Moving the needle on meeting major sustainability goals â€" like cutting carbon emissions â€" requires setting objectives that are ambitious enough to reflect an organization’s vision and yet sufficiently realistic about business requirements so that early wins can be achieved and momentum can be built. The authors walk readers through a five-step process for identifying and setting sustainability goals, and for managing the tension between urgent needs for climate action and maintaining business health.

Organizational paradoxes are ultimately illusions. They are artificial constructs, sometimes of a system, many times of the mind. They fail to meet the definition of a paradox because they are not irreconcilable. Yet these illusionary obstacles persist as groups, and individuals protect themselves from the perceived challenges of addressing them. They demand engagement because the process of engagement reveals the illusion, develops a deeper sense of self, and builds an organization's capabilities.

As mandatory sustainability reporting gains ground, a focus on what investors want provides a useful lens for corporate planning. The transition away from fossil fuels to renewable energy is creating new market conditions where sustainability builds resilience and increases the capacity for business growth. New reporting will reveal how leaders see the future, how they are planning to meet it, and what value they expect to be able to create for their companies.

Artificial intelligence models require large quantities of specialized hardware, data, and energy to be trained and run, all of which produce carbon emissions and e-waste. These large hidden environmental costs require solutions that can harness AI’s potential while mitigating its climate impact. This article outlines steps that AI leaders can take to make the technology more sustainable.

Emotional regulation is critical to a leader’s effectiveness. When left unchecked, emotions can skew judgment, spark conflict, or lead to impulsive choices; when they’re harnessed correctly, however, they can inspire and motivate teams and enable them to thrive. New research has identified six best practices to help leaders regulate their own and their team members’ emotions.

Leadership development programs (LDPs) are expensive but often fail to produce meaningful results. For that to change, the companies that purchase these programs will have to ask more relevant questions of providers, demand better answers, and better articulate specific development needs that are tied to their organizations’ strategic priorities. The authors provide six alternatives to common queries that LDP buyers can ask before engaging with a leadership development provider.

Workforce controversies are increasing due to automation, layoffs, changes to work arrangements, and employees’ focus on their own values and priorities. Leaders can avert conflicts by identifying goals and interests and sharing them with employees, including them in decisions, and giving them strategic roles and responsibilities.

This article presents principles and practical guidelines for how managers can succeed in growing the intelligence of their organizations by harnessing the complementary strengths of humans and artificial intelligence (AI). Organizational intelligence is the ability of collectives of intelligent human and digital actors to solve problems and adapt. Six principles for human-AI collaboration in organizations are explored-addition, relevance, substitution, diversity, collaboration, and explanation-and how they play out in leading organizations is discussed. Finally, practical guidelines are outlined for how leaders can enable their organizations to successfully make the change.

Large language models (LLMs) can generate convincingly human-sounding responses to queries. This ability can lead users to mistakenly attribute certain human capabilities to these artificial intelligence algorithms, namely reasoning, knowledge, understanding, and execution. Understanding how LLMs work and what their limitations are can help users identify where generative AI technology is best applied and where its outputs might be unreliable.

The neurodivergent population faces high unemployment in a tight labor market that could benefit from their talents. Companies should look to community colleges as a valuable source of job candidates from this largely untapped population. Businesses might find that neurodivergent candidates possess skills that are poised to become even more important in the age of artificial intelligence, such as creativity and innovative thinking.

At many companies, gaps in organizational structure get in the way of data science success. A new type of role, connectors, can bridge those gaps to help line-of-business and data science professionals work together better and deploy more projects. This article examines examples of organizations that created connector roles and explores the management challenges for this valuable group of professionals.

Behavioral nudges can play an outsize role in closing the gender gap and increasing the number of people from underrepresented groups that a company hires. When these small, easy-to-implement, and often inexpensive interventions are applied to candidate attraction, recruitment, and onboarding, they can help make diversity and inclusion a natural feature of a company and capture its measurable competitive advantages.

Talent marketplaces can free employees and managers from the constraints of traditional who-you-know networks and help organizations match the right people to the right projects. Booz Allen launched a talent marketplace pilot project to achieve those goals and give people more control over their career paths. During year one, the company successfully navigated several challenges, including slow user adoption and cultural pushback. Apply these lessons learned to your company.

The public availability of generative AI models, particularly large language models (LLMs), has led many employees to experiment with new use cases, but it also put some organizational data at risk in the process. The authors explain how the burgeoning open-source AI movement is providing alternatives for companies that want to pursue applications of LLMs but maintain control of their data assets. They also suggest resources for managers developing guardrails for safe and responsible AI development.

For marketers, budget averages have long equaled spending power â€" or vulnerability. When budgets are below average, CMOs seek more funding. When budgets are above average, CFOs seek to tighten the belt. However, the authors argue that marketing-budget averages can be misleading. Here’s what they learned about how marketing budgets break down across several more-specific factors â€" and how to make better comparisons â€" through their analysis of data from The CMO Survey.

China’s counterespionage laws open up foreign executives to the risk of being detained in the country in the event of a business dispute. It is increasingly common for foreign businesspeople to face an exit ban or commercial hostage situation as a result â€" which means companies doing business in China should prepare for such a possibility. This article explains how to develop a plan of action should such a situation arise.

Technological advances and shifts in consumer preference continue to further the critical roles that digital platforms and online word-of-mouth play in organizational success. Within this context, a key concern is the growing proliferation of fake online reviews, which mislead consumers and damage businesses' reputations, resulting in additional platform maintenance expenditures to curb this problem. This article demonstrates that a successful avenue to turn these expenses into effective investments is to embrace a culture of transparency by effectively communicating the platforms' actions online. To this end, we first provide evidence of the danger posed by fake reviews. Using data from Amazon.com and ReviewMeta, we show that reviews suspected as fake and deleted by Amazon's algorithms are, counterintuitively, more likely to be perceived as helpful by consumers. In addition, two experiments reveal that including subtle messages into the review section of an online retailing website, messages that communicate a company's efforts to remove fake reviews, can successfully improve both perceptions of consumer helpfulness and purchase intention. Finally, a four-stage framework, VIEW-verify, inform, explore, and watch-provides a roadmap for managers of online review platforms to combat the problem of fake reviews.

In this article, we highlight an increasingly important issue in the workplace: the dysfunctional divide between employees of different political affiliations that results in reduced trust and heightened conflict. We provide evidence that differences in political views are having an increasingly corrosive effect on trust, interpersonal relations, and the very ability of teams-at all levels and in many countries around the world-to achieve their missions and to reach their objectives. Drawing from data we collected from managers and professionals before and during the COVID-19 pandemic, we demonstrate the consequences of political polarization in the workplace and explain both how trust is built and how empathy has become an increasingly important factor in trust building among coworkers. Most importantly, we provide actionable strategies for team leaders as to how to effectively manage political polarization and increase trust among team members.

Whistleblowing is extraordinarily controversial because its occurrence is often reflective of fundamental failures in organizational governance, making leadership look bad. I argue that this perspective is shortsighted; rather, whistleblowing is a critical self-regulatory mechanism that, when properly actualized, protects asset value. I build on new research exploring a whistleblower orientation and integrate it with existing research on internal whistleblowing programs and whistleblowing cultures. Against this background, I present a novel, three-tier integrated program focused on promoting, supporting, and protecting a specific group of value-driven, highly moral-herein termed offended-whistleblowers to enhance firm self-regulation against fraud, sexual harassment, toxic cultures, and other malfeasances that occur both within firms and by their own actions. Whereas previous research has focused on organizational responses to whistleblowing, central to this program is identifying, nurturing, and supporting an idiosyncratic whistleblower orientation within key employees for a firm's own protection. The implication is that owners and managers can harness the power of whistleblowing, thereby protecting their firms, with less risk of individuals taking their grievances outside, where they could instead harm firms.