During the last couple of decades working in quality, I’ve lost count of how many times I’ve seen the same pattern play out: A strong launch. Tight focus. Great early results. People doing the right things for the right reasons. Controls are followed.

Modern industrial and infrastructure environments are becoming larger, more complex, and more geographically dispersed. As facilities expand, internal audit teams face increasing pressure to deliver accurate, defensible findings within limited time frames.

The future of flexible work will not be decided by floor plans or badge swipes. It will be decided by who gets to build the tools.

You finished the plan, you executed the work, and you know your team delivered results. But when it’s time to prove your budget request or show value to leadership, you struggle to give clear proof.

Most leaders you meet are losing almost a full workday every week to meetings that go nowhere. Same people. Same topics. Same problems. No real movement.

Something goes sideways at work—missed deadlines, bad customer feedback, you name it—and the first suggestion is, “We need training!” Sound familiar? It’s like reaching for a Band-Aid when what you really need is a lifestyle change.

A missed birthday. A forgotten anniversary. A milestone that goes unnoticed. These small slights from a manager may seem like no big deal, but new research from Wharton reveals that even the mildest mistreatment at work can affect more than just employee morale.

Increasingly, inspectors for the U.S. Food and Drug Administration (FDA) will evaluate your CMMS provider’s security controls—not just your internal procedures.

In today’s energy sector, regulatory complexity isn’t a temporary headache—it’s the new normal.

The digitalization of society during the last decade has created many opportunities for businesses and organizations.