Most lean folks use 5 Whys daily to problem solve, but relatively few are familiar with a clever problem-solving device developed 30 years ago by Deming Prize winner Ryuji Fukuda, called the w

Business continuity is a relatively simple idea. Plan ahead so you can keep your business successful during times of difficulty. Key management transitions, loss of a major customer, the impact of a lawsuit, perhaps a fire or an earthquake.

Each day we receive data that seek to quantify the Covid-19 pandemic. These daily values tell us how things have changed from yesterday, and give us the current totals, but they are difficult to understand simply because they are only a small piece of the puzzle.

Corporate boards across Europe are reacting to the coronavirus pandemic in three ways. For some, it’s business as usual. “Crisis is the business of the CEO; the board does not need to adjust its workings,” the chair of one such board told me.

Since rolling out my “four-step” productivity plan, I have seen the need to include an added step that focuses on leadership.

The phrase “flatten the curve” means to slow the transmission of the coronavirus (Covid-19) in order to spread the total number of cases out over a longer period of time.

From AI-enabled chatbots to ads based on individuals’ search or social media activities, digital data offer novel ways to connect with customers.

When the Mosaic browser, with its consumer-friendly interface, was released to the world in 1993, most had no idea how radically this first foray into the internet era would transform our lives, both personally and professionally.

Projects go off the rails all the time. Some statistics I’ve seen say only one in eight projects can truly be declared a success. Why are we so horrible at executing projects, especially when we have all these “tried and true” project management methodologies?