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All of today’s top news stories from hbr.org. Get the full analysis behind how media bias impacts breaking news.

In total, 106 have been published by hbr.org which Ground News has aggregated in the past 3 months.

We’ve assigned a media bias rating of Center to hbr.org. You can read more about our methodology here.

We’ve assigned a rating of High factuality to hbr.org. You can read more about how we’ve determined hbr.org’s credibility and reliability as a news source here: https://ground.news/rating-system.

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Top hbr.org News

Asia's Factory Activity Shrinks in May as US Tariffs Bite

Asia's Factory Activity Shrinks in May as US Tariffs Bite

75% Center coverage: 8 sources

TOKYO: Asia's factory activity shrank in May as soft demand in China and the impact of US tariffs took a heavy toll on companies, private surveys showed on Monday (Jun 2), highlighting the darkening outlook for the once fast-growing region. Trade-reliant Japan and South Korea continued to see manufacturing See the Story

Employee Stress Is a Business Risk—Not an HR Problem

Employee Stress Is a Business Risk—Not an HR Problem

Coverage: 2 sources

Workplace stress, on the rise for decades, has been treated by many organizations as a personal issue instead of a business-critical risk that merits executive oversight. This is likely due in part to the fact that companies have not effectively quantified and tracked the cost stress poses to integral business outcomes. Companies can take charge of the avoidable costs of stress by surveying their workforce and mapping the stress they report onto…See the Story

Research: Why Employees Work While Sick—and How Leaders Can Stop It

Research: Why Employees Work While Sick—and How Leaders Can Stop It

100% Center coverage: 1 sources

New research, including a nationally representative study of U.S. workers, suggests that presenteeism isn’t simply a matter of personal choice or lack of sick leave—it’s a structural problem rooted in how jobs are designed and workplace expectations are managed. Gender norms, occupational sorting, and industry-specific job demands create invisible pressures that push employees to work through illness, leading to major consequences for organizati…See the Story

Growth Isn’t the Only Way for Companies to Create Value

100% Center coverage: 1 sources

In a world where growth is becoming increasingly elusive, companies can still create significant value by adopting a strategy of disciplined stability. By focusing on steady or only slowly growing revenues, businesses can achieve shareholder returns comparable to market averages, but with significantly lower volatility and risk. Strategies that such successful stable companies apply to drive value creation include asset-light services, high-end …Read Article

Great Leaders Make People Feel Noticed

100% Center coverage: 1 sources

According to recent research, just 39% of employees strongly agreed that someone at work cares for them as a person. Additional research shows that 30% feel “invisible” and 27% feel “ignored.” It’s hard for people to care or be engaged at work if they don’t first feel cared for. Feeling seen is essential to fulfilling our fundamental need to matter—a prerequisite for motivation, well-being, and lasting engagement. Noticing is the deliberate act …Research See the Story

The Risks of Collecting Employees’ Biometric Data

100% Center coverage: 1 sources

As biometric and health-tracking technologies become more accessible, companies are increasingly collecting employees’ bodily data to boost productivity and safety. But research shows these efforts often undermine job security—especially when data collection feels coercive or is linked to performance reviews—leading to lower morale, mental health strain, and reduced productivity. Legal compliance alone is insufficient; organizations must ask why…Baton Rouge · Baton Rouge See the Story

How CEOs Should Manage Their Time

100% Center coverage: 1 sources

If you feel like you’ve lost control of your schedule, it’s because you’re not smartly allocating your scarcest resource—your time. The most effective CEOs know their role is not to do everything themselves, but to amplify their impact through indirect influence—strategy, culture, and team. That means resisting the temptation to micromanage—especially for former COOs—and instead building a top-tier leadership team they trust fully. Ultimately, h…CEOs Read Article

Assessing Your Talent Needs in the Age of AI

100% Center coverage: 1 sources

As your company adopts AI, what skills will your employees need and how can you develop them? This HBR Executive Playbook offers advice on how to engage in scenario planning to better understand where and when AI may have the most impact, how to focus on skills as the unit of talent planning in your organization (and which skills should get the most attention), and how to get past common hurdles in upskilling your people.Artificial Intelligence See the Story

A Plan Is Not a Strategy

100% Center coverage: 1 sources

Strategy involves placing a bet on a desired outcome—often shaped by uncertain customer behavior—and building a logical, testable theory for how the company will achieve competitive advantage. Planning, on the other hand, is about allocating resources and setting out actions within a company’s control, like opening a new plant or hiring staff. It feels safe because it deals with the known and the controllable. In this HBR Executive Masterclass, …Read Article

How CEOs Can Build a Better Relationship with the Board

100% Center coverage: 1 sources

First-time CEOs often assume that more frequent and transparent communication with their boards guarantees success, but research based on 90 interviews and dozens of board observations shows that it’s not volume but timing and structure—what the authors call “board synchronization”—that determines whether a CEO-board relationship flourishes or falters. By replacing exhaustive one-on-one previews with concise written briefs, sharing the stage in …CEOs Read Article

How to Lead an All-Hands After Delivering Bad News

100% Center coverage: 1 sources

Leading an all-hands meeting after delivering bad news requires a delicate balance of acknowledging reality while also leaving room for optimism. What you say (and how you say it) can either offer relief—or create more pressure. Here are strategies for how to strike the right balance: 1) Set a shared vision 2) Lead with empathy 3) Clarify the path forward 4) Open the floor 5) Reawaken to purpose 6) Be available. Avoid scheduling other meetings i…See the Story

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