One transformative strategy that can revolutionize how organizations embrace generative AI  is

What happens when workplace colleagues land on opposing sides of an external competition? Henning Piezunka, an associate professor of management at Wharton, tac

Workforce development is an essential yet frequently overlooked aspect of supply chain management in manufacturing.

Outliers are values that don’t “fit in” with the rest of the data. These extreme values are commonly considered a nuisance when we seek to summarize the data with our descriptive statistics.

Maybe you’re pulling reports from three different platforms, trying to reconcile numbers that don’t quite match. Maybe you’re manually copying and pasting from multiple spreadsheets, hoping you didn’t introduce any errors along the way.

The medical device industry is growing. Data from KPMG predict that global annual sales will rise by 5% per year to reach just under $800 billion by 2030.

It starts innocently enough. You want to ensure everything runs smoothly, so you check in often. You spot a typo in a presentation, so you fix it yourself.

Some people don’t feel like they’re working unless their hair’s on fire. Somehow, they think it’s admirable to be feverish at a frenzied pace, breathless and full of urgency, turning tasks in record time and pushing the team to accelerate.

Manufacturing is a fast-paced, constantly evolving, and dynamic environment, and the supply chain is at its heart. For small and medium-sized manufacturers (SMMs), navigating the complexities of the supply chain often feels like a high-stakes balancing act.

A leader’s daily decision checklist is daunting: From hiring or firing to major business changes, every judgment call carries with it some level of risk. A bad choice could result in a toxic hire or a new product launch that crashes and burns.