Harvard profs talk about learning in organizations and how managers can promote it. Organizations should be thought of as dealing with knowledge, and not just mechanical things. The capacity to change and adapt are critical survival advantages for organizations.

Aspiring leaders have a big job. Even where they're lucky enough to work for places committed to leadership development, they must take responsibility for their own development on the job. It starts with knowing why they hired you in the first place. They'll often need to fight the tendency of the firm to promote up through silos, and they'll need to know whether or not they need to branch out. Getting ahead too fast can mean that you never learn until it's too late. Look at the structure of the place. How quickly can you actually "run a business".

An interview with authors who write about Leadership explore leadership "brand". It's not what you do with individuals, but how you build leaders in a context which will reflect the values of the organization. Too often the focus is on individuals.

A marketing expert who focuses on how to market in downturns looks to insights from consumer psychology to explore what's different right now. Companies better understand evolving consumption patterns since things are changing big-time.

Harvard Business Review talks with Niall Ferguson, the author of many books and a key editorialist. He speaks here of an end of modern finance and a return to alternative values for thinking about business needs and dynamics. The question is whether the economy bounces back. We may be flatlined for four years or so with below par growth. Likely we'll see crime increase. Other countries have done far worse from this problem which we started, and they may be destabilized such that the world becomes more dangerous. The most important relationship in the world is that between the U.S.