About this channel
Human judgement runs through Harvard Business Review's selection of leadership videos. AI is a frequent subject, but the questions centre on what leaders should decide, communicate and take…
Human judgement runs through Harvard Business Review's selection of leadership videos. AI is a frequent subject, but the questions centre on what leaders should decide, communicate and take responsibility for as they use it. The channel also considers executive time, succession and the circumstances in which a chief executive might take a public position.
Many videos are framed around a management dilemma. When should AI be trusted with a consequential business decision? How can employees be encouraged to participate in innovation? What happens to a leader's own voice when AI becomes part of communication? These questions give the material a focus on choices and trade-offs, rather than on the mechanics of operating a particular tool.
Trust provides another connection across the topics. Brand use of AI is examined through the relationship with audiences, while a video about AI's tendency to agree asks leaders to challenge its responses. A conversation with Bob Iger brings power, succession and leading Disney through upheaval into the discussion. Media partnerships involving AI add a further example of organisational decisions with implications beyond a single team.
The channel is suited to managers, executives and people preparing for greater responsibility. It gives them issues to discuss with colleagues: what to delegate, where judgement remains essential and how a decision affects credibility. Viewers can approach the videos through a specific leadership problem or follow the wider theme of keeping human responsibility visible during technological change. The emphasis on questions makes the selection useful for reflection and workplace conversation.
Latest episode
Bob Iger: Power, Succession, and Leading Disney Through Upheaval
Few executives have had to make as many high-stakes calls, over as many years, as former Disney CEO Bob Iger. In this conversation with former HBS dean Nitin Nohria, Iger shares what he’s learned…
Few executives have had to make as many high-stakes calls, over as many years, as former Disney CEO Bob Iger. In this conversation with former HBS dean Nitin Nohria, Iger shares what he’s learned about the decisions that really belong to the CEO: where to spend your time, when to step into a problem, when to get out of the way, how to shape culture, and how to lead when crisis becomes a constant.
Drawing on ideas from his new book, The CEO: The Role, the Reality, the Responsibility (https://www.amazon.com/dp/B0GD87T42Z), Nohria presses Iger on the realities of leading at the very top—including what Disney got wrong in its previous succession process and what Iger learned from having to return as CEO. They also discuss transforming Disney’s creative engine and using the power of the CEO role without letting that power distort your judgment.
Read more: https://hbr.org/2026/09/bob-iger-on-power-succession-and-leading-disney-through-upheaval
00:00 How Iger Reinvented Disney Animation
02:12 Respecting the Past Without Being Trapped by It
05:01 How a CEO Shapes Company Culture
06:57 How CEOs Should Spend Their Time
09:38 What Disney Got Wrong About Succession
13:09 Returning to Disney as CEO
14:51 How Leaders Should Manage Creative Decisions
16:13 When—and How—to Intervene
18:46 When CEOs Should Speak Out
21:19 Staying Grounded When You Have Power
23:28 Who Tells the CEO the Truth?
25:01 The Responsibility CEOs Shouldn’t Underestimate
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