There is no shortage of advice regarding the art and craft of business strategy.

It’s been about one year since the Covid-19 impact intensified from a seemingly isolated health scare to a worldwide, ubiquitous tragedy that has upended daily life as we know it.

In the first article of this series, we discussed the specific and measurable aspects of SMART goals.

If somebody asked you for a list of your company’s assets, would you be able to provide it? What about the exact location, condition, and utilization of each asset?

It’s a commonly held belief, one that gets played out daily in organizations around the world: Employees who receive performance feedback are much more likely to improve their performance than those who don’t get feedback.

Respect is an abused word. Weak minds use it as a placeholder for fear. Weak egos will demand it up front. Weak hearts will use it to attach themselves to people of bluster, wishing they could be so outspoken.

This past year has seen greater change in the work environment than any year in my recollection (and that is quite a few years).

When you set goals, I suggest you try to set SMART ones. SMART is an acronym. It stands for specific, measurable, achievable, relevant, and time bound. These are the key characteristics of a good goal.

With a hashtag of #WomenInScience, the United Nations kicked off its sixth annual International Day of Women and Girls in Science assembly.

Product management as we’ve known it up until now—as a limited function or role—is effectively dead. However, viewed as a culture, product management is thriving. I predict “product culture” will be central to the future of work in digital economies.