KBR 코리아비즈니스리뷰 · Section
INSIGHT 4.0
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AI & DIGITAL INNOVATION
Security Risks When AI Reads External Documents: Work Design to Prevent Prompt Injection
This article explains prompt injection from a business perspective, detailing how instructions in external documents affect AI behavior. Based on OWASP guidelines, it outlines the boundaries for least privilege, intermediate result reviews, and approval with logging.
이지영 Editor · 09/16/2026
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MARKETING & CUSTOMERS
Why Customers Say It's Good Yet Don't Buy… Questions Missed During Startup Customer Validation
박소유 Editor · 09/16/2026
LEADERSHIP
A Meeting Without Objections Is Not Necessarily a Good Meeting: The Crucial Signals Leaders Miss
KBR경영연구소 · 09/15/2026
LEADERSHIP
The First 90 Days of a New Leader: What Needs to Change — Establishing Standards for Learning, Expectation Alignment, and Delegation Before Rushing into Results
KBR경영연구소 · 09/15/2026
MARKETING & CUSTOMERS
Why Starbucks Is Trying a 'Pet Cafe' – A Strategy to Turn Pet Companionship into a Reason to Visit; Success Hinges on Incremental Profits and Operations
KBR경영연구소 · 09/15/2026
ORGANIZATION & HR
New Hire Onboarding: What to Do in the First 90 Days—Designing Roles, Relationships, and Execution Beyond Welcome and Training to Reduce Post-Hiring Gaps
A 2025 study published in the Journal of Management conducted a meta-analysis of 183 studies related to organizational socialization among newcomers. The researchers analyzed the relationships among role clarity, skill acquisition, social acceptance, person-fit perception, job satisfaction, organizational commitment, and turnover intention. Microsoft noted in publicly available data from 2021 that when managers actively participated, employees were 3.5 times more likely to report satisfaction with their onboarding experience. A study by Bauer and colleagues published in July 2025 highlighted adaptability and connection for new hires as critical tasks in a changing work environment. Gallup presented onboarding evaluation items such as manager feedback on time-to-productivity, new hire experience, performance, and retention rates.
류현진 선임기자 · 09/14/2026
LEADERSHIP
A Leader Who Saw 'What Exists' Instead of 'What Was Missing': How Anne Sullivan Changed Helen Keller
Anne Sullivan viewed Helen Keller's rough behavior not as a problem in itself, but as the result of having no language to connect with the world. Before teaching, she established consistent rules and standards to create an environment where trust and learning became possible. Rather than focusing on sensory deficits in sight and hearing, she utilized Keller's remaining capabilities—such as tactile sensation, curiosity, and energy—as pathways for learning. By structuring the learning process while allowing Keller to drive her own interests and direction, she fostered both autonomy and a sense of competence. In organizations, too, before pointing out a lack of competency, leaders need to examine the structures and environments preventing employees' strengths from being fully expressed.
이지영 기자 · 09/13/2026
MANAGEMENT & STRATEGY
Volkswagen's 100,000 Job Cuts: The Negotiation Structure That Moved the Supervisory Board and Unions
On September 3, Volkswagen's Supervisory Board unanimously approved the 'Future Plan 2030,' which entails the restructuring of approximately 50,000 additional positions, bringing the total adjustment scale to roughly 100,000 when combined with existing programs. Official announcements frame this not as confirmed dismissals, but as required workforce restructuring under planning assumptions, with matters requiring labor-management agreement moving to subsequent brand- and subsidiary-level negotiations. The same proposal had been rejected on July 9 within a governance structure heavily influenced by employee representatives and the state of Lower Saxony. The final plan omitted provisions for spinning off the passenger car and components business into separate legal entities, while the issue of four plants was deferred as a task until the end of June 2027. The core of the restructuring lies not in the headcounts, but in governance techniques: the design of a decision-making map incorporating authority and prior agreements, mediation channels, and the time-bound reconfiguration of contentious issues.
박소유 책임기자 · 09/09/2026
MANAGEMENT & STRATEGY
Startup Early Buildup Strategies Are Changing: The Era of 'Hiring People First' Is Over
According to Carta's second-half 2025 report, the median seed team size has dropped to 4 people, and average headcount for Series D companies has decreased by 29% from its peak, reflecting smaller teams across both early and late stages. Meanwhile, 25% of startups in Y Combinator's Winter 2025 batch generated over 95% of their codebase using AI, altering the very constraints of initial organizational design. Organizational structures are shifting away from functional teams toward principles of 'automated review before hiring, generalists first, and delayed management layers.' As writing code becomes cheaper, the value of problem definition, data, and distribution increases, while an investment environment heavily skewed toward AI (rising from 40% in 2025 to 54% in early 2026) places earlier pressure on non-AI startups to prove revenues. The trade-offs include pressure on core talent compensation, technical debt from AI code, and a loss of institutional learning, meaning smaller teams must bring documentation and quality checks forward.
강지혜 선임기자 · 09/08/2026
LEADERSHIP
How Does Leadership Feedback Affect Organizational Performance?
A 1996 meta-analysis revealed that over 38% of feedback interventions had a negative effect size, driven by attention shifting from the task to the 'self.' While Zenger Folkman found that 72% of employees want corrective feedback, managers tend to avoid it, and Harvard Business School research demonstrated across five experiments that people systematically underestimate others' desire for feedback. Gallup data linked weekly meaningful feedback experiences strongly to high engagement regardless of work location, prompting Deloitte to transition from an annual evaluation consuming 2 million hours to ongoing check-ins. On methods and skills, the core lies in trainable competencies such as separating observation from interpretation, connecting outcomes, and agreeing on next actions, while strength-based theories should be read not as a denial of corrective feedback but as a call for 'behavior-based' demands. On the process side, institutionalizing frequency, psychological safety, and separating developmental conversations from compensation decisions transform individual goodwill into an organizational system.
김민경 책임기자 · 09/08/2026
