Leadership is not about telling people what to do. A true leader is one who knows how to serve.

When I am too hot at work, I like to open a window, retrieve an ice lolly from the kitchen, and kick off my shoes. But for many people, this is not an option. Finding the right temperature can make a big difference to how happy—and productive—we are at work.

The world of work shares a single basic transaction, used millions of times a day: translating vital information into human behavior. But operationalizing this formula is not that simple.

Who remembers VisiCalc, often referred to as the first killer app? In 1978, this spreadsheet software ushered in the personal computing boom.

The Hintsteiner Group in Austria inspects its customers’ complex components with the ZEISS COMET L3D. The company enjoys a global reputation, and designs and manufactures niche products for the aerospace, safety technology, automotive, and racing industries.

If asked whether you guard your company’s secrets, most of us would say, “Well, of course I do.” But I’m guessing that if you are a remote worker, or do any work while on the road, you are blithely handing out company secrets and don’t even know it.

Some of the most celebrated education reform efforts today serve to make instruction more difficult. Personalized learning, project-based learning, mastery-based learning—they all require more work of teachers and more work of students.

As companies seek to gain efficiencies in the workplace, provide choice for employees, and attract and retain talent, strategies involving agile working and free-address have gained traction.

Although automation has been successful in replacing repetitive, simple tasks, the human workforce still plays a critical role in manufacturing.

Reliability activities serve one purpose: to support better decision making. That is all they do. Reliability work may reveal design weaknesses, which we can decide to address.