HBS Club of Singapore | Harvard Business School Alumni Club

When the future feels increasingly out of our control, how can leaders and organizations make progress? University of Pennsylvania psychologist Martin Seligman, a pioneer in the study of optimism, resilience, and human flourishing, argues that the answer is agency: the belief that we can influence outcomes and create positive change. He defines agency as a combination of thre...

When a company is small, maintaining a strong culture can feel relatively easy. But as organizations grow, layers of management, geographic distance, and pressure for efficiency can make it much harder to preserve what made the company special in the first place. Restaurateur Danny Meyer has spent decades figuring out how to do just that. He founded Union Square Cafe and buil...

How much does a leader actually matter to an organization’s success? We tend to credit CEOs, founders, and other powerful figures with shaping the institutions they lead, but historian Jared Diamond argues that we often underestimate the role of timing, circumstance, industry, and plain luck. Diamond explains his “Hamlet test,” which asks whether someone else could have achie...

In today’s increasingly decentralized workplaces, leaders often need to get things done without having direct authority over the people they depend on. So how can you influence colleagues, clients, vendors, and even senior executives without simply telling them what to do? Pamela Meyer, founder and CEO of Calibrate, says the answer is learning to read the room—and understandi...

People are living longer, healthier lives than ever before. But many of our assumptions about executive careers—from climbing the corporate ladder to retiring at 65—haven’t caught up. London Business School professor Lynda Gratton says we need a new way of thinking about work and life, and argues that traditional career paths are giving way to more flexible, multi-stage journ...