Policies and procedures tell your employees, partners, vendors, and customers how your system operates. With changing regulations and expectations, a static library is not enough. Policies are dynamic and require a system to manage their creation, documentation, distribution, and management. Here’s some sound advice on how to check your policy management system’s health.

By 2025, nearly 25 percent of the U.S. population is expected to be 60 years of age or older. With this demographic preparing to exit the workforce and enter retirement, what can be done to retain their knowledge and pass it down to the next generation of employees?

Too much of a good thing brings out its downside. Ever had too much team time? It makes you long for a solo vacation on a desert island.

Here’s a quick rundown of what we covered in part one of our list of top 10 mistakes to avoid when using statistical process control (SPC): training everyone, charting everything, segregating control charts from manufacturing, “pinching” the SPC coordinator, and using SPC because it’s a “good thing to do.” Let’s continue with our list.

I have been thinking a lot about why innovation fails. Not about why supposedly innovative new products fail, because there are multiple reasons for that. A product could be too early or too late in the market window, or it could simply have the wrong pricing or distribution. A new product may lack key features or components, or like some successful products, take years to build an audience. I’m actually more interested in the 90-percent or more of ideas that never make it to product development. Why is there so much failure at the front end of innovation?

As you think about your organization’s manufacturing quality efforts—what you’ve overcome and what you hope to accomplish in the future—there is something you need to know.

You: What? Who? Me?

Me: Yes, you. No matter how long you’ve been playing this game (and I know many of you have been playing it as long as I have), you find that there are many pitfalls to implementing a statistical process control (SPC) system.

On April 10, 2018, Facebook co-founder and CEO Mark Zuckerberg testified before Congress regarding the unauthorized sharing of 87 million Facebook users’ personal data, vacuumed up by data research company Cambridge Analytica. There were pointed questions regarding Facebook’s lack of transparency about the incident, a bit of dancing by Zuckerberg, and a lot of apologizing. All in all, it was a boring but fairly honest back and forth about the responsibilities and duties of large corporations when it comes to personal data.

A few years ago, I was very lucky to be reminded of what it’s like to be a team member instead of being a team leader. It was fun, refreshing, and insightful. Too many times as leaders, we forget what it’s like to be led instead of doing the leading.

The six core questions you see below are a window to help us understand why we struggle at work. Why? Because the answers to them are missing! The remedy is to first notice that—to notice the motion caused by those deficits. Then remove the motion by implementing visual answers. Imbed the answers into the living landscape of work.

After my recent extended illness, I was surprisingly shocked to reemerge into organizational life in its broadest terms. Frequently, I engaged in the organizational lives of my students, my friends, my colleagues, and my own workplace.