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Products and services that claim to provide business insights based on brain research are proliferating, but some of these applications may be of limited value. This article educates managers on some underlying issues with translating neuroscience findings into information that's useful for business.

Developing AI systems based on neural networks can require large volumes of labeled training data, which can be hard to obtain in some settings. New techniques for reducing the number of labeled examples needed to build accurate models are now emerging to address this problem. These approaches encompass ways to transfer models across related problems and to pretrain models with unlabeled data. They also include emerging best practices around data-centric artificial intelligence.

Digital technologies have become omnipresent in our professional and personal lives. While they provide numerous opportunities, they also cause tensions, many of which are paradoxical. They confront us with conflicting yet synergetic and interdependent alternatives that persist over time - such as benefiting from the increasing availability and access to information at the risk of information overload and technostress. Thus far, we know little about the specific paradoxes caused by digital technologies in the workplace and how managers perceive and cope with them. This article offers a comprehensive perspective on the multiplicity and interrelatedness of paradoxes in the digital white- collar workplace and suggests how managers can develop effective coping mechanisms for convergent change and transforming work practices in paradoxical environments.

Increased use of digital collaboration tools are making employee contributions more visible within their organizations and connecting them with wider networks both of which can provide them with more options for career growth. The authors researched the effects of increased visibility into individual performance and found evidence that it leads to increased mobility. That means managers need to worry about retaining not only their stars, but also their A-/B+ talent.

Using the example of a matrix implementation at Atrium Health, the authors discuss the challenges that emerge when an organization moves to a matrix reporting structure that is, when employees shift from straight-line reporting to having two bosses, and when leaders' reports also report to someone else. They describe the four elements that make up a well-functioning matrix model, best practices for creating balance among those elements, and the mindset and skills leaders need to thrive.

Businesses' past involvement or complicity in atrocities and human rights abuses such as slavery and genocide is a pressing concern for stakeholders today. Managers who meaningfully engage with their companies' past actions can address historic harms while simultaneously contributing to their companies' future success. The authors examine the factors that are pushing companies to take action now, and they offer guidance to help leaders begin the process of moving forward.

Dupe--slang for duplicate--influencers are individuals who persuade buyers to purchase counterfeits using social media platforms to drive a brand message intended to confer legitimacy on the purchase decision. Dupe influencers sell fake luxury goods online to their cadres of followers, who relate to the influencers' fashion savviness and who trust their judgment of products' quality. In this article, I provide a synopsis of a case Amazon settled against two dupe influencers who used social media to promote the sale of counterfeit luxury products. I highlight the persistent challenge of luxury counterfeits sold online, the consumer complicity of obtaining luxury fakes, and the problem of discerning a knockoff from a counterfeit product. Dupe influencers leverage trust with their followers and use social media tactics, such as unboxing videos and designer haul promotions, to peddle luxury fakes. Recommendations to combat dupe influencers center on monitoring and working with e-commerce platforms to shut down social media posts that infringe a company's intellectual property, raising consumer awareness of the illicit activities of counterfeiters through education campaigns, leveraging legitimate social influencers to debunk the dupe influencers, and pursuing legal remedies.

Who doesn't love a magic trick? When we watch magicians perform, we enjoy being fooled by their manipulations and sleights of hand. But when leaders in our workplaces use the same techniques as magicians to further personal agendas, they engage in a special and unique form of falsity. This can be useful in furthering organizational goals and performance, but it can also lead to frustration, dysfunction, and even the collapse of the organization. Drawing on research on the psychology of magic, we explain how business leaders construct "magical processes" that can be used to mislead and manipulate workers in the same ways that magicians trick their audiences. We propose a typology of magic tricks in organizations and introduce the acronym CARD to summarize the four steps in these processes: concealing, attracting attention, retaining attention, and directing behavior. We describe each step, provide illustrations, and explain how managers and employees might detect and defend against each one. Finally, we identify structural conditions that may make organizations vulnerable to magical processes. We hope to improve readers' ability to detect magic and CARD tricks, and to pierce through to the agendas hidden behind these false facades.

Influencer marketing has become a dominant and targeted means for brands to connect with consumers, but it also brings risks associated with influencer transgression and reputation damage. In recent years, virtual influencers have gained popularity and given rise to falsity, or artificially created and manipulated influencers that are revolutionizing the field of influencer marketing. A virtual influencer is an entity--humanlike or not--that is autonomously controlled by artificial intelligence and visually presented as an interactive, real-time rendered being in a digital environment. As brands increasingly seek to engage virtual influencers to connect with and sell to audiences, we take a step back and discuss the opportunities and challenges they present for firms and managers. To help marketers understand this emerging field, we first document the rise of virtual influencers. Then, we discuss consumer reactions to virtual influencers before unpacking their associated opportunities and challenges for brands and marketers. Finally, we conclude with an overview of implications and future considerations.

Data analytics is key to gaining a clear picture of diversity, equity, and inclusion in an organization and designing more effective interventions, but few managers are collecting the right data in the right way. The authors review common missteps and problematic approaches and provide guidance to managers to improve their data collection strategies and practices around DEI.

Legal decisions made at the state and federal levels on controversial social policies have a direct impact on business, particularly when such rulings conflict with stakeholder values. The authors provide examples that illustrate why companies need to be prepared to respond strategically to sudden public policy changes and political upheavals, and offer five principles to help leaders plan a course of action.

Corporate transparency is an aspirational ideal that is very difficult to achieve because organizations can never be completely transparent. As a result, effective management of transparency requires managers to carefully balance transparency with the need for secrecy. This article describes the complex nature of transparency and demonstrates how attempts to balance transparency with secrecy result in three different kinds of transparency - rationalized, ceremonial, and decontextualized. Effective transparency management requires managers to avoid simply dumping information, use new technology strategically, engage their audiences creatively, avoid overpromising and underdelivering, and attend carefully to how transparency is measured.

Many companies are implementing transparency initiatives to improve environmental and social impacts throughout their supply chains. Meaningful change, however, is elusive, and transparency efforts are often criticized as legitimizing mechanisms or "window-dressing." This article introduces a model of transformational transparency that enables new insights to drive radical change in companies and supply chains, as well as in industries and society at large. The model highlights the need for technological investments grounded in improving data, empowering stakeholders, and applying moral leadership. It presents examples that demonstrate how the model allows companies to foster dramatic improvements in social and environmental impacts.

Calibrating environmental impacts and dependencies in financial metrics, known as natural capital accounting (natural capital valuations; assessments), is critical for transparency and effective decision-making. Understanding the financial impact of a firm's effects and dependencies on nature not only surfaces new priorities and insights, but also informs and encourages companies' efforts to protect natural resources. Given that transparency and accountability go hand-in-hand, natural capital valuations help companies mitigate impacts and dependencies on the natural world.

Many companies were unprepared for the supply chain disruptions triggered by the COVID-19 pandemic, even though the threat of a global pandemic had been well known for nearly 20 years. Companies need a new mindset to prepare for the inevitable black swan triggers of the next supply disruption. The ADDAPT Framework features six capabilities anticipate, detect, diagnose, activate, protect, and track to better manage for such disruptions and maintain product flow from suppliers to customers.

Ukrainian president Volodymyr Zelensky is a skilled actor, but that’s not what makes him an invaluable leadership role model for his people and the rest of our troubled world.

Psychedelic drugs have a history clouded by stigma, but a new wave of clinical research could change how they're perceived and used. Today, a psychedelic renaissance points to potential uses of such drugs in the fields of psychiatry, mental health, and well-being. Some companies have seized upon psychedelics' potential to treat psychological conditions and spur creativity and are making business investments that they hope will pay off in breakthroughs that improve people's lives.

Companies seeking more sustainable product strategies should explore using biological (nonfossil) resources, waste streams, and manufacturing byproducts. New materials technologies and processes are replacing fossil-based ingredients with bio-based alternatives from the agriculture, forestry, and marine industries.

For decades in the United States, the name Hershey has been synonymous with chocolate. From the iconic foil-wrapped Hershey's Kiss to the chocolate syrup for milk or ice cream, the company's offerings have been enjoyed by generations of consumers. Over its long history Hershey has found dozens of ways to keep innovating with chocolate and other sweet treats--different brands, flavors, sizes, packaging, and products--and taken them to other geographic regions. In the past few years, however, the company has embarked on a more ambitious journey. First, it set a bold new strategy: to make Hershey a powerhouse in snacks as well as confections, by expanding into savory and better-for-you product categories. Then it streamlined global operations, bolstered its core businesses, developed a more courageous culture, and executed a series of diversifying acquisitions. In the process, Hershey became more entrepreneurial, adaptable, and resilient.

Harvard Business Review published its first issue 100 years ago with a mission to help leaders put the best management thinking into practice. To mark our centennial, we asked eight current and former CEOs from some of the world's top companies to describe the ideas that have propelled their own careers and organizations. Stephane Bancel, the CEO of Moderna, on planning from the future back; Anish Shah, CEO of Mahindra, on purpose-driven strategy; Roz Brewer, CEO of Walgreens Boots Alliance, on listening as a leader; Nicolas Hieronimus, CEO of L'Oreal, on global vision with local execution; Joey Wat, CEO of Yum China, on continuous innovation; Mo Ibrahim, former CEO of Celtel, on inclusive capitalism; Ignacio Galan, CEO and chairman of Iberdrola, on transparent sustainability reporting; Indra Nooyi, former CEO of PepsiCo, on performance with purpose. As we at HBR look to the future, we recommit to our mission of helping leaders build a better world for customers, employees, partners, and communities.