In August 2017, Commonwealth Bank of Australia was looking for ways to differentiate itself from competing banks and was also trying to improve the financial well-being of its customers. One area where this was particularly relevant was in its bank-issued credit card business, where customers routinely selected cards that — although profitable for the bank — could be a poor fit for their needs. This led to low customer satisfaction scores, cancellations, and occasionally, financial distress. The bank decided to experiment: Rather than just presenting the strengths of its various credit card offerings, they proposed also promoting each credit card’s drawbacks. Being transparent with customers might help them make better choices, but would those choices come at the expense of bank performance? Harvard Business School Professor Leslie John joins Brian Kenny to discuss the case, “Commonwealth Bank of Australia: Unbanklike Experimentation” and ideas related to her new book, Revealing: The Underrated Power of Oversharing. They explore the benefits and potential drawbacks to the bank “oversharing” information with customers.

The U.S. Men’s Olympic speed skating team devised a new approach to the team pursuit event following their disappointing performance in the 2018 Winter Olympics. The team saw promising initial results from their innovations, but they faced a decision about whether to reveal their new techniques. The U.S. Team’s strategy was easily imitated if competitors witnessed it in a race, but it was a risk not to test it in competition before the Olympics. And, were there possible upsides to imitation if it improved the entire sport? Should they share their techniques, and if so, when?

Harvard Business School Assistant Professor Rebecca Karp joins Brian Kenny to discuss the case, “A Winning Strategy: Innovation in Olympic Speed Skating.” They explore whether and when to launch a novel idea, product, or service, and what are the consequences—good and bad—to being imitated.

Founded in 2015 by co-hosts Ben Gilbert and David Rosenthal as a hobby, the business podcast Acquired had become their full-time jobs by 2023, and they managed all aspects of the company. By telling in-depth stories of companies, the podcast had doubled its audience year over year, reaching one million listeners per episode. And they’d grown without a strict release schedule or relentless optimization.

Still, they felt pressure to scale. They took 2025 to evaluate the podcast’s success to date while determining if, and how, it should change its well-established and revenue-generating processes. Because maintaining the balance of work, life, and family they’d achieved was an important priority too.

How did they determine a way forward? They join Harvard Business School Professor Shane Greenstein and host Brian Kenny to discuss the case “The Acquired Podcast: Scaling the Mic.”

In 2025, Golden Goose, the Italian luxury brand known for its handcrafted, distressed sneakers, was at a turning point. Under CEO Silvio Campara, the company had grown from cult favorite to global player, with $650 million in revenue and a loyal following. What should drive its next phase of growth?

Should Golden Goose double down on its signature sneaker business, grow into a full lifestyle label with ready-to-wear and accessories, or expand into new international markets?

Harvard Business School Professor Juan Alcacer and entrepreneur Alexandre Daillance discuss their co-authored case, “Golden Goose: Reshaping Luxury,” with host Brian Kenny. They explore how the company has challenged fashion norms by embracing imperfection, co-creating with customers, and rethinking what it means to scale a luxury business.

Equitable, a 163-year-old financial services firm, serves more than five million clients across three main lines of business: retirement planning, wealth management, and asset management. Spun out of French insurance giant AXA in a 2018 IPO, Equitable’s leadership team was excited to be out on its own but quickly realized that to overcome inertia and remain relevant, the company’s ways of working would need to change.

With the holiday season upon us, and thrifting a major trend, we’re sharing an episode of Harvard Business School’s Climate Rising podcast that’s focused on extending product life, reducing waste, and the growing role of resale in the circular economy.

Climate Rising is all about what businesses are doing, can do, and should do to confront climate change. In this episode, “Extending Apparel Lifespan,” HBS Professor Mike Toffel talks to ThredUp CEO James Reinhart about why ThredUp chose to build a national logistics and technology platform for resale. They also talk about how the company partners with big brands to run their own resale channels and how AI and automation are reshaping the industry. It’s an insightful conversation for anyone interested in sustainability or circular business models.

Jenny Wolfram founded BrandBastion in 2013 after noticing that many companies’ social media pages were teeming with spam, hostile messages, and unanswered comments—all of which chipped away at customer trust. She built an AI-powered platform, supported by human moderation, to help brands manage comment sections at scale, respond quickly to customers, and protect their reputation.

Tata Power stood at the forefront of India’s energy transition. The firm’s long history was deeply intertwined with the country’s development. As Mumbai’s power needs increased, Tata Power built out thermal assets across India, and while thermal power generation remained Tata Power’s mainstay, the firm slowly started diversifying. By 2024, Tata Power was India’s largest private power producer by installed capacity with annual revenues of $7.4 billion. In 2020, Tata Power boldly announced a commitment to net-zero emissions by 2050, concurrent with a complete phase-down of thermal capacity. It later brought this commitment forward to 2045.

To prepare for declining revenues from thermal power generation, it was actively expanding its renewable business, but stakeholders had concerns about Tata Power’s ambitions. Was the firm’s decision to sacrifice potentially high returns in thermal power generation financially imprudent, or did it position the firm well as India inevitably accelerated its energy transition?

In this episode, host Brian Kenny welcomes Harvard Business School Professor Vikram Gandhi and Tata Power CEO Praveer Sinha to discuss the case Tata Power and India’s Energy Transition, and how India’s largest private power producer is reimagining its future.

They explore how the legacy energy company should allocate capital between proven thermal assets and emerging renewable technologies, and what lessons the company’s journey offers for leaders navigating disruption, investor expectations, and the balance between profits and purpose.