Harvard Business Review (July/August 2021)

Volume 99, number 4. Features: *Softening capitalism's downsides *The problem with innovation contests: Too much competition diminishes motivation and creativity *CEOs with unusual names pursue unusual strategies: If you want a leader who will shake things up, look beyond the Johns and Jennifers *The founder of Qualtrics on reinventing an already successful business: It's much easier to change from a position of strength. *How to design an AI marketing strategy: What the technology can do today-and what's next *Why you aren't getting more from your marketing AI: Chances are, you haven't asked the right questions *Don't buy the wrong marketing tech: Instead, take these three steps *How good is your company at change?: A new system for measuring (and improving) your ability to adapt *The Circular Business Model: Pick a strategy that fits your resources and capabilities *Why do so many strategies fail?: Leaders focus on the parts rather than the whole *The power of anomaly: To achieve strategic advantage, scan the market for surprises *SPACs: What you need to know: A guide for the curious and the perplexed *Engaging with your investors: A playbook for the board *Entrepreneurs and the truth: They often bend it. But don't demonize them-the problem is systemic *“I'm here because I'm as good as you": The HBR interview with Ursula Burns *The science of strong business writing: Lessons from neurobiology *Case study: Will a bank's new technology help or hurt morale?: A CEO weighs the growth benefits of AI against the downsides of impersonal decision making *What-s so special about founders?: Popular notions about them are often wrong *Life's work: An interview with Martin Baron: A conversation with the former top editor of the Boston Globe and the Washington Post