The next era of competition is at hand. To succeed in an environment of high uncertainty, greater short-term pressure, and tighter resource constraints, companies must become even better and more efficient at developing options for future advantage while continuing to perform in the present.

We attempt to distill the lessons from two truly ambitious projects—NASA’s Apollo program and Pfizer’s Lightspeed project—and show how, to succeed, projects and organizations must resolve the tensions between ingenuity and control.

As the pandemic marks a third anniversary, business leaders around the world are eager to move on. But few companies have systematically institutionalized what they’ve learned from their Covid-19 experience to build resilience.

The uses and limits of large language models.

Through stories, mere facts and information are turned into a shared mental model of how the business works and where it is heading.

In the increasingly politicized environment, leaders face the choice of leaning into politics or having the courage of restraint by limiting engagement. We argue they should choose restraint, for the sake of business and society.