Reading Insights: HBR’s 10 Must Reads 2025

Hey there!

Welcome to my ‘Reading Insights‘ series. Here, is where I share simple takeaways and personal thoughts from articles, papers, and other readings that called my attention.

Together, we’ll explore ideas beyond the “Book Notes” series that help us to improve how we think about management, leadership, and personal growth.

So grab a cup of coffee, and let’s dive into some interesting insights!

And what are we reading today?

Today we will talk about the publication from Harvard Business Review, HBR’s 10 Must Reads 2025.

The Harvard Business Review Must Reads series is like a “greatest hits” album for business and leadership ideas.

Each publication in the series organize the best and most impactful articles from HBR, handpicked by experts with a special touch of the moment we are living and the challenges facing leaders and managers.

Each edition brings the most impactful HBR articles, like the HBR’s 10 Must Reads 2025, is offering insights on topics like strategy, innovation, and self-management—all curated to help us to navigate the year’s biggest challenges.

What articles does it cover?

What are the key takeaways from HBR’s 10 Must Reads 2025?

Reskilling is urgent: Future-ready leaders invest in their team’s learning and align it with business strategy.

Growth isn’t everything: Fast doesn’t always mean good; smart, deliberate growth creates stronger organizations.

Empathy needs boundaries: Help others without losing yourself—balance emotional connection with personal resilience.

Degrees are optional; skills are essential: A skills-first hiring mindset opens doors to untapped talent pools.

Simplify, simplify, simplify: Too many rules or tools? Toss what’s unnecessary and free your team to thrive.

DEI thrives on psychological safety: Freedom to fail, rest, and grow is essential for inclusion and innovation.

Business development is collaborative now: Rainmakers succeed by connecting and creating value, not working solo.

Policy matters: Adapting to industrial regulations isn’t just smart—it’s a strategic advantage.

Sustainability needs performance: A great product must work first and solve problems.

Life is a strategy game: Treat your time like a portfolio—prioritize what aligns with your long-term vision.

Reskilling in the Age of AI
by Jorge Tamayo, Leila Doumi, Sagar Goel, Orsolya Kovács-Ondrejkovic, and Raffaella Sadun

Idea in Brief: This article from HBR’s 10 Must Reads 2025 is about why reskilling is no longer optional. If we want to stay valuable as AI and automation shake things up, we need to focus on learning new skills and adapting.

Summary: AI is getting smarter, and it’s not just taking over the boring, repetitive tasks—it’s also starting to handle jobs we thought were safe, like coding and research. The article talks about why reskilling has to be more than just a buzzword. Companies need to see it as a real strategy to stay ahead. It’s not just HR’s job; leaders at every level need to get involved. And here’s what really stuck with me: it’s not just about skills, it’s about hope.

If companies want people to commit to reskilling, they need to show them a future that’s worth investing in. I love how Amazon and Vodafone are giving their employees a real reason to believe in their growth—not just a bunch of courses, but actual career paths. It’s about making people feel valued, even when everything around them is changing fast.

Key Takeaways:

  • Reskilling should be a key part of the company’s strategy.
  • Leadership at all levels needs to be part of the reskilling effort.
  • It’s not just about learning; it’s about creating a culture that supports change.
  • Make reskilling appealing by offering real opportunities and growth.
  • Partner with nonprofits, educators, and others to make reskilling efforts bigger and better.

How Fast Should Your Company Really Grow?
by Gary P. Pisano

Idea in Brief: This article from HBR’s 10 Must Reads 2025 explores why many companies struggle with sustainable growth and how leaders can make better decisions about how fast to grow, where to grow, and how to gather the resources needed.

Summary: Growth is tricky. Everyone wants it, but most companies end up growing in a reactive way—expanding when demand is high without really planning for what comes next. The author argues that sustainable growth isn’t just about grabbing opportunities; it’s about making careful decisions that balance speed, direction, and resources. I liked the “rate-direction-method” (RDM) framework introduced here—it’s about understanding not just where you want to grow, but whether you can actually handle it.

The example of Pal’s Sudden Service is really good: they grow slowly, adding a new store only when they have a trained manager ready. It’s a smart approach, and one that ensures they keep their quality high and their workforce happy. The key message? It’s better to grow at a pace you can sustain than to risk burning out by trying to do too much too fast.

Key Takeaways

  • Growth should be a strategic decision, not just a reaction to demand.
  • Use the RDM framework: decide how fast, where, and how to grow.
  • Be aware of your company’s limits—financial, human, and operational.
  • Sometimes saying no to fast growth is the best decision.
  • Sustainable growth requires investing in training, processes, and culture.

How to Sustain Your Empathy in Difficult Times
by Jamil Zaki

Idea in Brief: This article from HBR’s 10 Must Reads 2025 is about how to maintain empathy as a leader without burning out. It offers practical strategies to keep caring sustainable, even during tough times.

Summary: Empathy is a strength, not a weakness, but it can be draining, especially for leaders. The author explains how empathic leadership is in demand more than ever, but also how it often feels exhausting—like wearing an “empathy helmet” that never comes off. The good news? Empathy doesn’t have to come at the cost of your well-being.

The article shares three strategies for sustainable empathy: taking care of yourself first, tuning your empathy so you focus on what helps rather than getting overwhelmed, and understanding that empathy is a skill that can be refined. I really liked the idea that empathy isn’t about being everything for everyone—it’s about finding the right way to care for others while also being there for yourself.

Key Takeaways

  • Empathy is powerful but can lead to burnout if not managed well.
  • Take care of yourself first—self-compassion helps you stay strong for others.
  • Tune your empathy: focus more on helping (empathic concern) than on absorbing emotions.
  • Empathy is a skill that can be practiced and refined over time.
  • Sustainable empathy means balancing care for others with care for yourself.

The New-Collar Workforce
by Colleen Ammerman, Boris Groysberg, and Ginni Rometty

Idea in Brief: This article from HBR’s 10 Must Reads 2025 argues for a shift from degree-based hiring to a skills-based approach to unlock talent, improve diversity, and help companies find the workers they need without unnecessary barriers.

Summary: The traditional emphasis on bachelor’s degrees is maybe outdated, especially for roles that don’t really need one. The authors argue that focusing on skills instead of degrees can help companies tap into a huge talent pool, particularly for jobs where specialized training is more important than a four-year degree. I found it striking how IBM rethought their hiring practices by removing degree requirements, creating pathways like apprenticeships, and ultimately seeing better outcomes and more diverse hires.

The concept of a “new-collar workforce”—talented people without four-year degrees—is something more companies should embrace. It’s not just good for workers; it’s also good for business by broadening talent pools and ensuring diversity. The key message is that a skills-first approach can help fill vacancies, drive company growth, and create more opportunities for those who are often left out.

Key Takeaways:

  • Degree requirements often block talented individuals from jobs they could excel at.
  • Focus on skills-first hiring to expand your talent pool and improve diversity.
  • Apprenticeships, internships, and training programs are effective on-ramps for non-traditional candidates.
  • Work with HR, hiring managers, and industry partners to rewrite job descriptions to prioritize skills.
  • Build a culture that values skills over credentials to create sustainable opportunities for growth.

Rid Your Organization of Obstacles That Infuriate Everyone
by Robert I. Sutton and Huggy Rao

Idea in Brief: This article from HBR’s 10 Must Reads 2025 talks about how organizations tend to add unnecessary rules, processes, and tools over time, creating friction that frustrates everyone. The solution is to identify and remove these obstacles to boost productivity and creativity.

Summary: The authors call this problem “addition sickness”—the habit of adding rules, meetings, or tools without questioning if they actually add value. Often, companies end up with too much complexity, which stifles productivity and annoys employees. The key is to conduct what they call a “good-riddance review,” which helps leaders find and eliminate unnecessary burdens.

For instance, Hawaii Pacific Health’s “Getting Rid of Stupid Stuff” program empowered staff to call out redundant processes, saving thousands of hours. The article emphasizes that sometimes less is more, and by removing unnecessary obstacles, companies can make work more meaningful and enjoyable for everyone involved.

Key Takeaways:

  • Conduct “good-riddance reviews” to identify and eliminate unnecessary rules and processes.
  • Leaders should encourage a culture of subtraction, not just addition.
  • Not everything should be fast and easy—some tasks require depth and complexity, but unnecessary friction should be avoided.
  • Ask colleagues and even customers to point out obstacles that frustrate them.
  • Reward simplification efforts, not just new initiatives, to motivate teams to reduce unnecessary burdens.

Where Does DEI Go from Here?
by Laura Morgan Roberts

Idea in Brief: This article from HBR’s 10 Must Reads 2025 is about how diversity, equity, and inclusion (DEI) efforts are facing challenges in the current climate and what companies can do to genuinely support all employees. The key is fostering an environment where everyone can flourish through four essential freedoms.

Summary: In recent years, many organizations have committed to improving DEI, but economic challenges and resistance have slowed progress. The author argues that to genuinely support DEI, leaders should focus on creating conditions that help everyone flourish. She introduces the “four freedoms” that are essential for a thriving workplace: the freedom to be our authentic selves, the freedom to improve ourselves, the freedom to step back without constant pressure, and the freedom to fail and learn.

These freedoms are often more accessible to dominant groups, but expanding them to everyone can lead to a more engaged and productive workforce. The takeaway here is that DEI isn’t just about policies—it’s about building an environment where everyone, regardless of background, feels they belong and can grow.

Key Takeaways:

  • Focus on creating the four freedoms: to be, to become, to fade, and to fail.
  • DEI isn’t just a policy—it should be woven into everyday culture.
  • Support authenticity by promoting nondiscrimination, antibias training, and allyship.
  • Give everyone opportunities for growth, and make feedback constructive and strengths-based.
  • Allow flexibility and psychological safety to help employees step back or make mistakes without fear.

What Today’s Rainmakers Do Differently
by Matthew Dixon, Ted McKenna, Rory Channer, and Karen Freeman

Idea in Brief: This article from HBR’s 10 Must Reads 2025 is about how top-performing partners at professional services firms succeed in business development. The key is not just doing good work but also proactively creating demand, building strong networks, and collaborating effectively.

Summary: In professional services, just doing good work isn’t enough anymore—clients aren’t as loyal as they used to be. The authors introduce five business-development profiles and explain that only one, the “Activator,” consistently drives higher revenue. Activators focus on three things: they proactively commit time to business development, they build connected networks of colleagues and clients, and they create value by collaborating across the firm.

The article highlights that the best partners don’t wait for opportunities—they make them. They balance work between existing and new clients and see their network as an opportunity to add value not just for themselves but also for their clients and colleagues. It’s a shift from seeing business development as reactive to making it a consistent, strategic practice.

Key Takeaways

  • Being good at what you do isn’t enough—proactively create demand.
  • Activators commit to weekly business development, balancing new and existing clients.
  • Build networks that include prospects, current clients, and colleagues.
  • Collaborate within your firm to help clients get value beyond just your expertise.
  • Use technology and allocate time to support consistent, strategic business development.

The New Era of Industrial Policy Is Here
by Willy C. Shih

Idea in Brief: This article from HBR’s 10 Must Reads 2025 explains how governments are increasingly using industrial policies to shape their economies. Business leaders need to adapt to these new rules by understanding the competing interests, collaborating, and making strategic decisions about subsidies and partnerships.

Summary: Governments around the world are intervening more in private sectors through policies that aim to support domestic industries and tackle major issues like climate change. The author shows how this new wave of industrial policy impacts companies in sectors like energy, semiconductors, and automotives—forcing them to rethink everything from research to supply chains.

The advice? Companies need to adapt by understanding the policies, engaging with policymakers, and deciding whether government incentives make strategic sense. It’s like playing a new game with new rules—the key is knowing how to play wisely while working with both the government and other industry players.

Key Takeaways:

  • Industrial policies are here, and they’re changing industries globally.
  • Understand different types of policies: horizontal, vertical, supply-side, and demand-side.
  • Engage and educate policymakers—don’t just lobby for specific incentives.
  • Collaborate with supply chain partners to navigate policy-driven changes.
  • Carefully assess government incentives; sometimes they come with strings attached.
  • Plan for the long-term: subsidies won’t last forever, and adapting is key to sustainability.

How to Market Sustainable Products
by Frédéric Dalsace and Goutam Challagalla

Idea in Brief: This article from HBR’s 10 Must Reads 2025 shows that sustainability alone isn’t enough to sell a product. Companies need to balance sustainability with traditional product benefits and market accordingly to different consumer segments.

Summary: The authors argue that companies often overestimate how much consumers prioritize sustainability. Most people buy products based on basic needs, like convenience or quality, and sustainability is often a secondary factor. The key is understanding how sustainability interacts with the core benefits of a product—sometimes it enhances them (resonance), sometimes it doesn’t affect them at all (independence), and sometimes it even diminishes them (dissonance).

Marketing strategies need to reflect this dynamic. The authors suggest segmenting consumers into “greens,” “blues,” and “grays,” based on their attitudes towards sustainability, and tailoring messages to each group. This way, companies can better match what they’re offering with what consumers actually care about.

Key Takeaways:

  • Understand if sustainability features enhance, diminish, or are independent of traditional product benefits.
  • Segment customers into “greens,” “blues,” and “grays” to tailor marketing messages.
  • Greens value sustainability highly; blues prefer it if they don’t have to sacrifice much; grays are skeptical.
  • Use resonance, independence, or dissonance strategies based on how sustainability fits with core product attributes.
  • The goal is to align sustainability messaging with customer priorities to maximize appeal and sales.

What Does “Stakeholder Capitalism” Mean to You?
by Lynn S. Paine

Idea in Brief: This article from HBR’s 10 Must Reads 2025 explores the different versions of stakeholder capitalism and why clarity about which one a company is following is essential. It shows that stakeholder capitalism can mean different levels of commitment to non-shareholder groups, and that ambiguity can lead to conflict and unmet expectations.

Summary: Stakeholder capitalism is the idea that businesses should serve not just shareholders but all stakeholders—employees, customers, communities, and the environment—by balancing profit with purpose and long-term value creation.

The author introduces four versions of stakeholder capitalism: instrumental, classic, beneficial, and structural. Each version reflects a different approach to how companies balance shareholder and stakeholder interests. For example, instrumental stakeholderism supports shareholders in the long run by considering other stakeholders’ needs, while classic and beneficial versions emphasize respecting stakeholders’ claims and improving their outcomes.

The structural version goes further by suggesting formal power for stakeholders, like board representation. The key takeaway is that companies must be clear about which version they’re committed to, as this affects how they handle trade-offs, communicate expectations, and ensure alignment among leaders, shareholders, and other stakeholders.

Key Takeaways:

  • There are four versions of stakeholder capitalism: instrumental, classic, beneficial, and structural.
  • Instrumental focuses on maximizing long-term shareholder value by taking stakeholders into account.
  • Classic version respects certain stakeholder claims even when it doesn’t benefit shareholders directly.
  • Beneficial aims to improve outcomes for stakeholders, not just meet basic requirements.
  • Structural version seeks to give stakeholders formal power in governance, like board seats.
  • Clarity about which version a company is following helps avoid conflicts and unmet expectations.

Use Strategic Thinking to Create the Life You Want
by Rainer Strack, Susanne Dyrchs, and Allison Bailey

Idea in Brief: This article from HBR’s 10 Must Reads 2025 adapts corporate strategy principles to help individuals create a personal life strategy. It walks through seven steps to help you define a fulfilling life, understand your purpose, and make meaningful changes.

Summary: The authors use the same strategic thinking typically applied in business to help individuals build a personal life strategy. It’s all about being proactive rather than letting life just happen. The process involves seven steps, starting with defining what a great life means to you, then outlining your purpose, and creating a vision for the future. It includes assessing how you currently spend your time, comparing yourself to benchmarks, and making informed choices for change.

The message here is that strategic thinking isn’t just for companies—it’s for anyone who wants to lead a more intentional life. The key is treating your own life as a project worth strategizing for, helping you navigate challenges and create a path that aligns with your values and goals.

  1. Define a Great Life
    • PERMA-V Framework: Use the suggested PERMA-V model to identify the elements of a great life for you (Positive emotions, Engagement, Relationships, Meaning, Achievement, Vitality).
    • Reflection Exercise: Rate each element on its importance to you and assess how satisfied you currently feel in each area.
  2. Create Your Life Purpose
    • Purpose Statement Exercise: Ask yourself key questions—What are you good at? What are your core values? What activities excite you? What needs can you help address?
    • Belief Audit: Get input from friends or family to better understand your strengths, values, and what purpose you could serve.
    • Draft and Refine: Create a draft purpose statement and seek feedback to refine it.
  3. Set a Life Vision
    • Visioning Questions: Use questions like, “What story would I like people to tell about me five years from now?” or “What would the 80-year-old me not want to have missed in life?” to craft a vision.
    • Mood Board Exercise: Select images that represent your desired personal and professional future to help visualize your vision concretely.
  4. Assess Your Time
    • 168-Hour Time Analysis: Calculate how you spend each of the 168 hours in a week across different areas (relationships, work, personal care, etc.).
    • Strategic Life Portfolio: Create a 2×2 matrix that maps the importance of each activity vs. the satisfaction it gives you. This helps identify areas of high importance but low satisfaction that need more attention.
  5. Learn from Benchmarks
    • Role Model Analysis: Identify people you admire and analyze what makes them admirable, then consider what lessons from their lives could apply to yours.
    • Life Satisfaction Research: Look at research studies (e.g., German Socio-Economic Panel) to learn what factors tend to contribute to life satisfaction (e.g., health, relationships, purposeful work).
  6. Make Specific Choices
    • Change Action Plan: Based on your assessments, decide on specific changes you want to make in your routine, such as allocating more time to areas needing improvement.
    • Bundle Activities: Where possible, combine activities (e.g., jogging with your partner) to maximize efficiency and fulfillment.
    • Set Priorities: Outline a few high-level priorities rather than a detailed plan to make progress more achievable.
  7. Set Goals & Check-Ins
    • OKRs (Objectives and Key Results): For each change, define a broad objective and a few key results, along with deadlines to track progress.
    • Accountability Mechanism: Anchor your goals by sharing them with someone or rewarding yourself for success.
    • Regular Reviews: Schedule weekly check-ins and longer biannual reviews to keep track of your progress and adjust your strategy.

Key Takeaways:

  • Define what a great life means for you personally.
  • Create a life purpose that blends your strengths, values, and passions.
  • Outline a vision of where you want to be in 5 to 10 years.
  • Assess how you spend your time across different areas of life.
  • Learn from benchmarks—look at people you admire and research life satisfaction.
  • Make specific choices to change your current routine and allocate time better.
  • Use goals and regular check-ins to keep yourself accountable for your life strategy.

HBR’s 10 Must Reads 2025 reminds us that being a great leader doesn’t mean knowing everything (thankfully!).

It’s about asking the right questions and staying flexible enough to adapt when the game changes.

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