In der aktuellen Ausgabe von Harvard Business Review

• Should You Launch Products During a Recession?
  Countercyclical rollouts can be a smart tactic—but you need to keep several factors in mind.
• “A Recession-Era Product Launch Is Like a Running Start”
  DAVID FIGLER is the executive vice president of product and brand management at Infinity Massage Chairs. Formerly a vice president at Brookstone and Sears, he specializes in retail merchandizing and product strategy. He recently spoke with HBR about the advantages and challenges of launching a product during a recession. Edited excerpts of the conversation follow.
• People May Be More Trusting of AI When They Can’t See How It Works
  Georgetown University’s Timothy DeStefano and colleagues—Harvard’s Michael Menietti and Luca Vendraminelli and MIT’s Katherine Kellogg—analyzed the stocking decisions for 425 products of a U.S. luxury fashion retailer across 186 stores. Half the decisions were made after employees received recommendations from an easily understood algorithm, the other half after recommendations from one that couldn’t be deciphered. A comparison of the decisions showed that employees followed the guidance of the uninterpretable algorithm more often. The conclusion:
• HOW WE DID IT
  The CEO of ADM on Expanding Its Focus from Commodities to Consumers
• Analysis you can trust.
  Read the latest research-based thought leadership from Harvard Business Review Analytic Services. Access business intelligence and peer-group insight from the HBR Advisory Council global research panel and from subject matter experts on today’s most pressing management topics.
• Helping an Employee in Distress
  Managers shouldn’t try to be therapists, but they should know the basics of mental-health first aid.
• Free Your People from the Need for Social Approval
  A good manager makes sure employees don’t worry about what others think of them.
• The Anxious Micromanager
  Why some leaders become too controlling and how they find the right balance
• Reskilling IN THE Age of AI
  Five new paradigms for leaders—and employees
• The New Era of Industrial Policy Is Here
  Are you prepared?
• Create Stories That Change* Your Company’s Culture
  *Work with these six building blocks.
• When Diversity Meets Feedback
  How to promote candor across cultural, gender, and generational divides
• Alarm Bells in the Brain
  Giving feedback is tricky even before factoring in the complications that arise from diversity, as an experiment I did with more than 3,000 executives who were my students at INSEAD shows. In it I presented them with a simple multiple-choice problem.
• We’re All Programmers Now
  With generative AI, anyone can code. Here’s how to help your enterprise embrace this change.
• What Does “Stakeholder Capitalism” Mean to You?
  A guide to the four main types
• Four Versions of Stakeholder Capitalism
  Proponents of stakeholderism take varying stances on the strength and basis of their commitment to nonshareholder stakeholders. The spectrum below explains those commitments, from weakest to strongest.
• Defining Terms
  How the expressions used in this article shift meaning depending on the context.
• A New Approach to Strategic Innovation
  A tool for connecting your projects with your goals
• How AI Affects Our Sense of Self
  And why it matters for business
• How to Shine When You’re Put on the Spot
  A guide to spontaneous communication
• Structure in Action
  Here are four spontaneous speaking situations you might encounter, along with structures you can use for each. These aren’t the only ways to frame strong impromptu responses, but they provide a starting point.
• Should Priya try to save Splendid, let it go, or find a third way?
  The experts respond.
• Commerce After Covid
  Lessons from (mis)managing a crisis
• Leading the Anxious Workforce
  This spotlight offers managers tools for helping employees—and themselves—address mental-health challenges, improve their emotional well-being, and build a more supportive organization. | page 37
• Chris Paul
  Growing up, basketball star Chris Paul learned from family role models. In college he was mentored by a top coach, and at the start of his NBA career he soaked up lessons from league veterans. Now 38, Paul is the seasoned vet: A 12-time All-Star, he has played for multiple pro teams, was the president of the National Basketball Players Association for eight years, and is widely regarded as one of the best point guards of all time. His new book is Sixty-One: Life Lessons from Papa, On and Off the Court.