Wharton management professor Peter Cappelli is routinely asked to predict the future of work.

Paul was sitting in his office staring at production numbers from the past quarter. Despite having a great team, strong customer demand, and state-of-the-art equipment, the factory’s performance wasn’t meeting expectations.

I enjoy painting, and I’ll admit that I’m not the neatest painter out there—I get a lot on me. And I’m not the fastest painter either, but I feel like I do a pretty good job.

We live in a world where problems aren’t just growing—they’re evolving into ever-more complex challenges. During the 20th century, we pushed the boundaries of innovation, creating complicated systems that demanded structured problem-solving approaches.

Audits and inspections are critical components of industrial safety management. These processes help organizations ensure compliance with legal requirements, identify risks, and improve workplace safety and operational efficiencies.

In the world of operations and quality management, the pressure to act quickly can feel overwhelming. Senior executives are constantly racing against time to meet customer demands, solve problems, and keep shareholders satisfied.

In this article, I’m exploring complexity through the lens of George Spencer-Brown’s Laws of Form (Cognizer Co., 1994).

So much has changed since I walked onto the Gaithersburg, Maryland, campus of the National Institute of Standards and Technology (NIST) almost three years ago to begin my term as its director and U.S. Commerce Undersecretary for Standards and Technology.  

Recent labor relations controversies and ongoing arguments about the minimum wage have raised questions as to how a supply chain should share the utility it produces.

A recent Inc.com blog post by Jessica Stillman discusses Malcolm Gladwell’s ne