Farrar discusses the latest learnings of the Omicron variant – and offers a framework for reacting to the uncertainty.

Doerr describes the need for collective action to combat climate change – and the critical role that business plays in advancing that movement.

Hayes discusses how she’s leaned into digital and sustainability for her brands, and flexibility for her employees.

Cadogan explains how asking for help unlocks more possibilities than people realize – a lesson for GoFundMe users, and for businesses overall.

Simo breaks down her experience in joining Instacart as a first-time CEO.

James explains the strategies that have allowed one small but dedicated effort to deliver outsized results.

Schmidt says that we’re entering an unknown era with technology – one that requires extra vigilance to ensure that we amplify the positives and de-amplify the negatives.

Foley explains how he doesn’t see skepticism about Peloton as a sign of weakness. He expects it, and learns from it.

How do you respond when your own users resist your data? As industry norms shift to streaming, Kenny has had to revamp processes and expectations, absorbing heat from traditional customers.

Lore explains how he approaches all of his moonshot ideas in the same manner: by reverting to the fundamentals.

Hirshland discusses a slew of cultural issues she’s been tasked to act on, including pandemic disruptions, social action protests, sexual misconduct scandals, mental health stress, and more.

Ramakrishna speaks about the SolarWinds cyberattack, and how other companies should approach the ever-looming threat of cyber-risk.

Ramaswamy offers lessons on growth, monopolistic threats, and why challenging even great companies is necessary right now.

In her second appearance on Rapid Response, Dr. Campbell discusses how listening to her community has led to resolving complex conflicts.

Comley takes us through how the 18-month pandemic closure created an opportunity for the $16 billion industry to reimagine itself.

Urmson is determined to transform transportation as it is today – a goal that will require a great amount of energy and investment upfront.

Meyer catches us up on the past seven-plus months of operating in the midst of the pandemic in his fourth Rapid Response interview.

Wilson explains how he’s playing in this ever-changing field – and how an industry-wide cultural referendum on harassment keeps him up at night.

DeSouza offers a personal reflection on the lessons and reality of grappling with regulators, highlighting levers that can help to accelerate scale.

As a longtime motorcycle rider and a longtime champion of sustainability, Jochen Zeitz is setting out to square those two passions.

Wadle takes us inside her journey, looking back to J Crew’s heyday – when she ran that brand – and forward to the opportunities that she says more circularity in apparel can unlock.

Sonal is applying the philosophy of startups to TAAF, building networks between government, businesses, and nonprofits to amplify impact.

When the pandemic trimmed tens of millions in revenue, Jonah cut back on costs – but kept the flywheel spinning.

Scott’s success flows from an unwavering belief that there’s no better investment in people and communities than clean water.

Stephanie’s journey reveals an unrelenting entrepreneurial spirit and an inspiring dedication to Sorenson’s legacy.

Standing up for what’s right, Ken says, fuels long-term success: “The most important thing is the quest for truth, character and values.”

Jenn Hyman’s experience illuminates how accelerated change is remaking the marketplace.

Reshma Shetty explains how biotech innovation can build a better future now.

Rachel Carlson says company-sponsored digital classes should be as ubiquitous as company-sponsored health plans.

Robert Reffkin shares how he kept his team together — and how he stayed optimistic.

Dr. Karen DeSalvo’s message to businesses is that we all have a role to play in combating the virus.

Andy Katz-Mayfield explains how the team launched new brands amid the pandemic and tapped into unexpected pockets of demand.

Apoorva Mehta says Instacart’s focus will help it outpace a rising field of competitors – and create a distinctive advantage.

Linda Findley Kozlowski assesses which pandemic-fueled behaviors will persist, and in what ways.

Shelli Taylor explains why Alamo Drafthouse filed for Chapter 11 bankruptcy protection, even as movie-goers return to theaters.

Ed Bastian bet at the start of the pandemic that focusing on consumer confidence and reinforcing Delta’s brand would pay big rewards.

Alex Lieberman explains how he leaned into the Morning Brew’s distinctive personality during the pandemic.

Daniella Ballou-Aares argues that corporate activism is embracing both responsibility and opportunity.

As Airbnb’s business cratered, CEO Brian Chesky realized: It was a moment to step back, rethink, and do more than anyone expected.

Heather Hasson explains why offering free PPE, isolation gowns, and more supported both FIGS’s mission and its community.

John Donahoe’s view is that top-down stewardship matters now more than ever.

Jerry Stackhouse’s experience offers a compelling parable for every business leader these days.

Mike Brown understands the intense need to keep the U.S. government on the leading edge of tech, for cost reasons and competitive ones.

Claire Babineaux-Fontenot details the immense challenge of responding to food insecurity in a pandemic.

Adam Grant argues that recognizing what we don’t know is the key step on the road to insight, competitive advantage, and community peace.

It’s a new day for solar – and competition is heating up. Sunrun CEO Lynn Jurich on the complexities of running a new-style energy utility and managing politics and policy in a partisan environment.

Danny Meyers knows the restaurant industry overall is teetering on the edge, desperate for federal help and active intervention to be able to return to the communities they once served.

Sallie Krawcheck knows firsthand the obstacles women face as well as the struggles big institutions can have in reconfiguring their practices to help.

Salesforce’s president Bret Taylor talks about how the pandemic helped Salesforce and Slack bring their businesses together.

Peggy Johnson explains why she left a safe perch at Microsoft to take the helm of one-time startup darling Magic Leap, which had just barely avoided bankruptcy.

Noreena Hertz knows that technology is a double-edged sword, but we can use it to turn our isolation around, if we embrace the opportunity.

Joanna Geraghty explains how JetBlue built a new system for flexing the business, to ramp up only when demand arises, deploying cost cuts but no furloughs, and looking for opportunity amid the downdraft.

Colleen DeCourcy knows that meshing an economic goal with an emotional message has never demanded more creativity.

Drew Houston knows if Dropbox is going to design for the future of work, then its own workforce needs to live in that future, right now.

Dr. Bon Ku warns that without significant change we might be looking at a devastating period ahead.

Jeff Jones says small business is being taxed emotionally as well as financially, and that tax is rising.

Arne Sorenson admits the hotel industry will take years to recover. That hasn’t dimmed his personal belief that travel matters more than ever.

As big movie chains shut down, Shelli Taylor’s determined to keep her theaters open.

Rajiv Shah walks us through the choices, costs, and protocols to keep an entrepreneurial team, and all of us, safe.

We’re talking with Baratunde Thurston on how companies can show up as citizens — citizens with the potential for outsize impact.

From new technology to surprising data, Diane Hoskins shares insights on the future of our workplaces. Read Gensler’s US Work from Home Survey 2020.

Schmidt shares a clear-eyed roadmap for moving toward a healthy, just, and economically vibrant post-pandemic world.

How to make decisions in an uncertain environment, how to communicate with constituents – and who we should all prioritize.

How to keep a university’s doors open and make safe choices? We talk to Dr. Mary Schmidt Campbell, president of Spelman College.

The pandemic has hurt many businesses but PayPal isn’t one of them. Inside PayPal’s unique opportunity to spur emerging economic recovery – and to make a longterm impact in the fight for racial justice.

There’s no quick fix to 400 years of oppression, says Color Of Change’s Rashad Robinson. But by working together, says Rashad, we can make a lasting difference.

Ford Foundation president Darren Walker on what’s happening now: “This was like 1918, 1929 and 1968 in one week.”

A surprisingly candid and upbeat interview on the industry hardest hit by the pandemic.

What can your business do right now in the struggle against racism? More than you think, says Shellye Archambeau, former CEO of MetricStream, now a board member at Verizon, Nordstrom, and more.

GM is now reopening auto plants, after shutting them in March, temporarily reducing pay for 69,000 employees, and making a fast pivot to produce masks and ventilators. But with the killing of George Floyd, things are hardly back to normal. 

Generation Covid has swarmed BuzzFeed, with audience numbers at record highs. Yet the pandemic’s economic effects have crushed the bottom line. Jonah Peretti talks about short term pain and longterm opportunity.

After shutting his iconic New York City restaurants, laying off 2,000 staffers (with hopes to re-hire) and returning a $10m PPP, Danny Meyer finds himself reconsidering nearly everything about his business model.

Since One Medical’s IPO in January, CEO Amir Rubin has been forced to constantly adapt to the coronavirus pandemic, as healthcare needs, expectations, and behaviors shifted. If you have a consistent platform and mission, explains Amir, that operating system can be applied to even fast-changing environments.

At Warby Parker, planning for the future has meant leaning into the present — from physical changes in their factory and stores that ensure social distancing to optimizing online vision tests.

Tapping both personal experience and intuition, Lifeway CEO Julie Smolyansky has embraced action amid uncertainty.

Boom times don’t necessarily mean easy times. CEO Hans Vestberg on what the future looks like for Verizon.

In sports, everyone has an opinion. We’re talking with Scott O’Neil about leadership challenges and what the new era of sports and entertainment can look like. 

Dr. Bon Ku, an ER physician and director of the Health Design Lab at Jefferson University in Philadelphia, takes us inside the practice and mindset required to perform under extraordinary pressure.

Will the U.S. run out of food? Can the world’s food supply chains survive coronavirus? Sara Menker, founder and CEO of Gro Intelligence, shares eye-opening insights based on real-time facts. 

What health institutions are grappling with, how they need to rethink how they operate, and what all of us can learn from this moment.

What do you do when you can’t serve customers in cafes and carry on business as usual? You try unusual things, says CEO Niren Chaudhary. 

Everyone’s looking for a box of crisis tricks. But the hard truth is that it simply doesn’t exist, says retired General Stanley McChrystal. 

For Chewy, the pet-supply company, that’s driving unprecedented demand. Ultra-rapid growth has its own set of challenges that CEO Sumit Singh is responding to by: hiring, setting up a task team, rolling out customer-facing innovations in a weekend, and more. 

A neighborhood is more than just the people who share a common address, says Nextdoor CEO Sarah Friar. It’s every space that makes up your daily life. So Nextdoor is jumping in, rolling out new features like Help Maps and Groups so residents can connect and coordinate. 

Jen Pahlka co-founded U.S. Digital Response, a nonpartisan group working to help local governments leading crisis response. She shares what she’s seeing now – and what a modern government could do in the future.

Your team is likely working remote. Now what? Can you turn a temporary scramble into a long term benefit? We’re asking bitcoin pioneer Wences Casares, who runs a fully distributed company at his unicorn bitcoin startup, Xapo. 

Charles Best on how to listen to what your community really needs – and pivot to address changing needs.

Every day in a pandemic is different, and that’s true for people and for corporations. CEO Brian Cornell has promised Target will keep its doors open. To do that, Target is becoming “a good student,” says Brian. 

What will the entrepreneurial world look like on the other side of this? Reid Hoffman sits on the other side of the mic, sharing his thoughts.

TaskRabbit was founded during the 2008 financial crisis and then and now, says Stacy Brown-Philpot, the business remains a necessity, for the community, and for the gig economy. 

Crisis Text Line provides free, confidential crisis counseling via text, 24/7. To help counselors meet the moment, they anonymize and analyze real-time data on how their users are feeling – and that data is telling them the story of right now.

Even though ride sharing is sharply down, transportation remains key – for essential workers and for our supply chain. So Lyft is flexing some new muscles and hoping that by Lyft staying true to its mission, they’ll come out successful on the other side.

At Boston’s Cue Ball Group, Tony’s portfolio includes companies that employ hundreds of nail care workers, cooks and servers, and he’s asking: How can we protect hourly workers and help them prepare for an uncertain future?

Ellen Kullman knows how to survive a crisis. While leading DuPont through the 2008 financial crisis she developed four crisis principles, forged through the fire of experience. She’s putting those to the test now, at the helm of 3D printing unicorn startup, Carbon.

As the pandemic hit, Airbnb was preparing for an IPO. Within a matter of days, everything changed dramatically. Chesky shares what gives him hope and explains why he’s bringing Airbnb back to its roots as a scrappy, resilient startup that can adapt and evolve.

Danny Meyer shares how and why he acted so quickly to initiate layoffs.

How can you get emergency assistance? Should you consider crowd-funding? Karen Cahn tells you what you need to know.

At Automattic, Matt Mullenweg runs an almost entirely remote team. As more of us shift to remote work, we’re asking: how does Matt do it?