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.

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.

Lately, the term “innovator” conjures up the image of a young entrepreneur disrupting an industry with concepts like ridesharing, e-currency, or meal-kit delivery. But it doesn’t have to.

A novel system developed at MIT uses RFID tags to help robots home in on moving objects with unprecedented speed and accuracy.

It’s worthwhile to nurture a culture of change by creating a new business strategy for the year ahead. However, the strategy can fail when organizations don’t have a plan to create lasting and sustainable change.

The life choices that had led me to be sitting in a booth underneath a banner that read “Ask a Philosopher” at the entrance to the New York subway at 57th and 8th were perhaps random but inevitable.

Managers the world over want to know if things are “in control.” This usually is taken to mean that the process is producing 100-percent conforming product, and to this end an emphasis is placed upon having a good capability or performance index.

Engineers at the National Institute of Standards and Technology (NIST) needed a way to secure smart manufacturing systems using the