The ongoing AI boom seems to permeate, and sometimes call into doubt, every aspect of almost everybody’s profession.

Ask a leadership team how many hours went into last quarter’s operating review. Then ask how many of those hours went into a problem the team had already solved once before. Watch how the room reacts to the second question.

“Just when I thought I was out, they pull me back in.”
—Michael Corleone, The Godfather: Part III

In industrial manufacturing, quality failures carry consequences far beyond the factory floor. A single defect can trigger warranty claims, production downtime for customers, costly recalls, and long-term damage to brand reputation.

The healthcare technology management (HTM) industry is facing a looming labor shortage and must attract enough skilled professionals to meet future demand.

The vision system scanned the part and logged a pass. The SPC chart stayed inside its control limits. The line kept moving.

When a CEO tells me they wish their employees were more capable of “self-organizing,” I usually ask what exactly that means.

Every industry has blind spots. Sometimes the problem is not a lack of expertise, or even information, but of connection.

Theodore Roosevelt skinny-dipped in the Potomac River, owned a pet hyena, boxed in the White House, and reportedly drank a gallon of coffee a day (a legend that inspired Maxwell House to attribute the phrase “good to the last drop” to him).

The next advantage in business will come from leaders who can manage machine labor as deliberately as they manage people. Professor Ethan Mollick at Wharton fram