Stanford Graduate School of Business

06/01/2026

Some routine traffic stops end with a citation or a warning. Others escalate to arrest or use of force. From the moment police officers open their mouths, Professor Jennifer Eberhardt finds, they drop linguistic clues about what might happen next.

Using AI to analyze policing and decrease racial bias in law enforcement

06/01/2026

“I aspire not only to make an impact, but also to be a strong people leader.”

Amira Weeks, MBA ’26, spent much of her childhood on stage. But that background in musical theater didn’t just lay a foundation for her creatively; it showed her the power of what people can achieve through collaboration. “Everyone is a key part of the puzzle, yet the result is so much bigger than any one person.”

Weeks’ love for the stage led her into a career in entertainment, where she rose to manager of content programming, strategy, and operations at Netflix. But even with a job many people dream of, she wanted to grow. “One of the reasons I was attracted to Stanford is there’s such an emphasis on leadership skills,” she says — specifically, becoming “someone who empowers teams, and invests in developing and coaching others.”

At Stanford GSB, Weeks is doing just that as an Arbuckle Leadership Fellow, learning to lead through coaching rather than directing. But Stanford GSB has also expanded her ambitions. “I've always wanted to work in creative spaces,” she says. “However, the GSB has taught me to think outside what feels comfortable. I’m exploring how it would feel to own or run my own entertainment-related company.”

As Weeks thinks about her debut as an entrepreneur, she sees how the theater taught her “communication, being present, being able to roll with the punches, and not take yourself so seriously.” Whatever shape her venture might take, she knows the part she wants to play. “Combining impact with creativity and storytelling will fill my cup,” she says.

https://www.gsb.stanford.edu/programs/mba/life-community/voices/amira-weeks

05/30/2026

Cement is the most used construction material on Earth — and one of the dirtiest. But when it comes to reducing CO2 emissions, Professor Emeritus Stefan Reichelstein finds that decarbonizing cement production could be cheaper than expected.

New research reveals an affordable path to cleaner concrete.

05/28/2026

Jane Fraser, CEO and chair of Citi, believes in leading with understanding. “Empathy is not being nice," she says in a conversation with Sanil Rajput, MBA ’26, on View from the Top: The Podcast. “It’s just being thoughtful about the other side of the table.”

Listen here and anywhere you get your podcasts: https://stanford.io/4faCkGw

05/27/2026

“Change is happening much faster than we are able to respond to it.”

Tomer Cohen, MBA ’10, former chief product officer at LinkedIn, spoke with AI@GSB founding scholar Jenni Steiger, MBA ’26, sharing five takeaways on how roles and industries are changing and on who is most at risk as AI transforms work.

1) Change is Outpacing Best Practices

“You build best practices, they last a decade or two, then change happens, and now change is happening faster than best practices are being created.”

Current work structures aren’t built for the moment; they assume things will stabilize, Cohen says. In building future work environments, the big vision will be how to build in people’s capacity to handle change.

2) The “Full Stack Builder” Archetype

“The role of a builder is actually quite simple: You take an idea and bring it to life.… Right now, we have the ability to collapse the stack and go back to craftsmanship.”

At LinkedIn, Cohen explains, AI is collapsing the organizational stack, shifting toward “Renaissance builders” — individuals who can flex across product, design, and engineering to bring ideas to life on their own.

3) Mid-career Professionals Face the Highest Risk

“My concern with mid-career talent is you’ve built best practices. You already have this adverse reaction to change, and your roles are going to be disrupted massively.”

Early-career talent is “AI native” and malleable, Cohen says. To survive, mid-career professionals must adopt a “beginner’s mindset,” learn best practices as they go, and become a “change engine.”

4) Moving from Consumption to Outcomes

“[Companies] no longer need you to learn how to use AI. People are over that hump. They’re like, Okay, we need you to actually produce outcomes.”

There needs to be change management within an organization around AI, Cohen says. No longer is there a need to track how many people are adopting AI; instead, it’s time to start tracking how AI drives experiment velocity, engagement, and revenue growth.

5) Vibe Coding and Hands-on Internalization

“I had people who were building tremendous technologies for years, saying, ‘Until I did it, I didn’t realize it. I didn’t know how powerful this is.’ So they were able to talk the talk, even work on the job, but weren’t internalizing it until they actually felt it in their hands.”

Cohen walked his leadership team through a 15-hour AI hackathon. Only by building can you truly internalize the power of AI and reimagine your roadmap from scratch, he says.

AI@GSB is a dean’s initiative that leverages Stanford’s position at the intersection of business and technology to empower the next generation of global business leaders to harness the transformative power of artificial intelligence responsibly, creatively, and strategically.

Watch the interview here: https://youtu.be/FDjrDeIZAk4?si=5ChDDmvXrYp6EP_j

Photos by Saul Bromberger

05/27/2026

Artificial intelligence can feel uncannily capable — answering questions, generating ideas, mimicking human reasoning. But as this explainer video shows, how draws its conclusions can be shrouded in mystery.

05/24/2026

Accountants have long been seen as easy targets for automation. But research by Assistant Professor Jung Ho Choi finds that AI isn’t replacing bookkeepers — it’s making them better at their jobs.

How AI helps accountants do their best work

05/23/2026

Unlike taxi companies, Uber doesn’t require drivers to take courses or pass licensing exams. Professor Susan Athey wanted to know: How do gig platforms ensure quality when almost anyone can sign up to work?

Real-time feedback is the key to keeping gig workers on track.

05/22/2026

“The ability to be curious and learn across a lot of disciplines, to have a strong foundation of wanting to have impact, regardless of the area that you’re working on. I think that’s an underrated quality.”

Daniela Amodei didn’t start her career with a “plan” to build one of the world's most influential AI companies. With a degree in English literature and an early career in global health and politics, she followed a path defined by “radical curiosity” — a journey that took her from Capitol Hill to the early days of Stripe and OpenAI, and eventually to the co-founding of Anthropic.

In her conversation with Gintare Zukauskaite, MBA ’26, Amodei reflected on her mindset that her background doesn’t need to define the next move. “I think of myself as a generalist,” Amodei says. She shared that joining OpenAI when it was still a relatively small research lab was not overwhelming because she was already instilled with the sense to not be afraid of technology. “Anyone can learn the basics behind it. The terminology and jargon can be a lot at first, but I kept asking questions until I felt like I could understand it.” By staying curious, Amodei discovered her own “comparative advantage” and how it fit into the broader ecosystem.

In 2020, Amodei, her brother, and a group of colleagues left OpenAI to build a new kind of organization. “We were running towards something versus running away from something,” she explained. That “something” was a vision of AI grounded in radical responsibility. Amodei’s vision for Anthropic was to build in safety not just as a technical constraint, but as a core business value. Amodei noted that while the industry moves at a rapid pace, there is a responsibility that often requires making the “uncomfortable” choice to delay a release in order to ensure a model is reliable and safe.

Beyond the technology itself, Amodei shared how AI will reshape the future of work. Rather than replacing human effort, she sees AI as an “enabler” that can complement skills, not replace them. In this new era, she believes the most prized human skills will be those that foster connection: “Humans like to be with other humans,” Amodei says. “We like to spend time together, learn from each other, and be creative. I’m imagining a world where AI is able to do a lot more productive day-to-day work, so those skills are going to be a lot more important.”

She gave a reminder to students of the agency this generation holds in the AI revolution: “The gun just went off to start the race. There’s a lot of opportunity to still positively shape how this technology is going to be used and developed, what access looks like, and what the values that are baked into it are going to ultimately be.”

Amodei was interviewed as part of the View From The Top speaker series, which features MBA students in conversation with prominent leaders about leadership, core values, and lessons learned throughout their careers.

Watch the interview here: https://brnw.ch/21x2JPH

Photos by Saul Bromberger

05/21/2026

Professor Jennifer Aaker usually ends her course with a presentation. “This time it’s a conversation,” she said, as she gathered 40 MBA students and 40 guests to discuss how AI might enhance the human experience.

Students discuss the most consequential technology they may ever encounter.