In 2013, thousands of consumers in the United Kingdom (UK) and Ireland bought, prepared—and ate—beef lasagna, hamburgers, and frozen dinners. What they didn’t know is what they were actually putting in their mouths.

Imagine building a brand over decades. Hundreds of millions of dollars invested in design and development. Sponsorships with celebrity athletes and professional and college teams. Leading-edge marketing making your company one of the top 20 brands in the world. It only takes one incident to unravel all this investment.

The spring and summer of 2000 were a long time ago, but I learned some lessons during those months that have stayed with me. In fact, the learning from that experience is still happening as I continue to connect it to things I see today.

I was a member of a team working hard to stand up a new production line of a new product. The rate pressures were very high, the production, production control, and quality processes were immature.

At a high level, the parts flow was supposed to work like this:

A novel system developed at MIT uses RFID tags to help robots home in on moving objects with unprecedented speed and accuracy. The system could enable greater collaboration and precision by robots working on packaging and assembly, and by swarms of drones carrying out search-and-rescue missions.

Engineers at the National Institute of Standards and Technology (NIST) needed a way to secure smart manufacturing systems using the digital thread, so they turned to the new kid on the block... blockchain, that is.

All day every day, throughout the United States, people push buttons—on coffee makers, TV remote controls, and even social media posts they “like.” For more than seven years, I’ve been trying to understand why, looking into where buttons came from, why people love them—and why people loathe them.

I went to a meeting about innovation recently with a former client, and a discussion about digital transformation broke out. It was both interesting and strange.

Most corporations are struggling to comprehend the changes in front of them, but at the same time are so fixated on short-term thinking that they struggle to see the tsunami that is emerging just over the horizon. They know it’s there. They know they should prepare. They just don’t have the time to consider it or the contextual frameworks to understand it.

In the 1999 film Office Space, a dark comedy about the mundane conventionality of work, disgruntled software engineer Peter Gibbons tells his new love interest, Joanna, that he hates his job and doesn’t want to go anymore.

When Joanna, played by actress Jennifer Aniston, asks Peter whether he is going to quit, he responds, “Not really; I’m just going to stop going.”

The Pareto principle calls for focus on the vital few rather than the trivial many. While none of ISO 9001’s clauses are trivial—a nonconformance for any of them requires corrective action—ISO 9001 users can avoid most nonconformances by focusing on the clauses that are the most frequent trouble sources, and also on what look like frequent common root causes for most of the nonconformances.

Electrodes are essential components of modern lithium-ion batteries, which are used to power mobile electronic devices, electric vehicles, and many other products. The battery’s surface structure and engineering are directly related to its performance, life expectancy, and safety.