McDonald’s CEO & Chairman Chris Kempczinski on implementing a new strategy at a company with 63 million global daily customers.
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Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.org, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact. We are grateful for our HBR community and are glad you’ve joined us. We encourage comments, critiques, questions, and suggestions on our social media posts. We expect our communities to be a safe space for respectful, constructive, and thought-provoking discussion. We reserve the right to remove or turn off comments at our moderators’ discretion. We do not tolerate bullying, name-calling, or abusive language related to identity, including race, gender, ethnicity, religion, sexuality, age, or region; spam; copyright violation; extreme profanity; or pornography. We may also remove content that is overly promotional or off topic. HBR Group is a division of Harvard Business Publishing (HBP), a not-for-profit, independent corporation that is an affiliate of Harvard Business School. With over 600 employees located in Boston (HQ), New York City, Australia, France, India, Mexico, the Netherlands, Singapore, the United Arab Emirates, and the United Kingdom, we serve as a bridge between academia and enterprises around the globe.
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The decisions of others (and your company) may have contributed to your burnout, but you have the ability to make choices that affect today and your future. https://s.hbr.org/4m9tLgv
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The key to solving problems is often about fishing the right information out of your memory. https://s.hbr.org/4rRjxmf
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Should the same AI chatbot that advises your customers also try to sell to them? As chatbots become a primary way customers interact with companies, businesses are designing them to play specific roles: assistant, adviser, coach, concierge. But some roles come with competing motives. A personal finance chatbot might coach customers to spend less while also offering them loans. A trusted adviser might recommend products that benefit the company. A chatbot designed to provide support might also be expected to drive sales. For leaders, the question is: Which roles should one chatbot play? Compatible roles can reinforce trust. But when customers sense conflicting motives, they may start to question both the chatbot and the company behind it. As companies expand their use of customer-facing AI, leaders will need to decide which roles belong together and which should stay separate. Learn more: https://s.hbr.org/4dVGbFL
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In this week’s HBR Executive Agenda, subscribers receive exclusive early-access to a new article in which HBS professor Das Narayandas argues that employees often override proven AI systems out of self-protection rather than resistance, since their careers absorb the cost when the AI is wrong. To fix this, Narayandas proposes a few solutions that every leader can implement. Subscribe to HBR Executive to receive the Agenda in your inbox every week.
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Stay informed as new thinking is published every week. Browse HBR's latest articles. https://s.hbr.org/3SFdaqC
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Many organizations have invested heavily in AI adoption—but adoption alone doesn’t create value. To explore how organizations can turn their AI investments into measurable business results, HBR Executive has launched a three-part interactive series led by Phil Le-Brun and Jana Werner, co-authors of “The Octopus Organization.” This series gives subscribers an opportunity to meet and problem-solve with fellow leaders. Part three of the series, “AI and the Transformation of Leadership,” takes place September 29 at 8 am ET and is open to all HBR Executive subscribers. Subscribe to HBR Executive to join:
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A CEO can shape a company in ways they may not even realize. That’s one lesson Bob Iger wanted to pass on to his successor at Disney: Be aware of how much influence comes with the title. Even at a company more than a century old, a CEO’s words and actions can have an enormous impact, sometimes almost inadvertently. Hear more of Iger’s reflections on the responsibilities, decisions, and pressures that come with leading Disney in his conversation with Nitin Nohria, former dean of Harvard Business School. Watch the full interview: https://s.hbr.org/4xQbKIv
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SPONSORED: Improving Business Performance Through Appreciation report with Achievers https://s.hbr.org/4rpaLxh