As a consumer, it’s nearly impossible to get away from videos, advertising or otherwise. To give you a numeric sense of our collective obsession with online moving images: Since last year, YouTube has started registering more than a billion hours of video viewing every single day.

During a TED talk, Amy Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, talks about “How to turn a group of strangers into a team.” Although long-standing teams are able to perform, our workplaces today require ad-hoc collaboration between diverse groups. The question is: What kind of leadership, and what kind of structure, contribute to working together on the problem?

Transformational leaders are the exception, not the rule.

A consistent picture emerges from lists of top CEOs. In Harvard Business Review’s Best-Performing CEOs ranking, Pablo Isla of Inditex, the parent company of Zara; Ajay Banga of Mastercard; and Bernard Arnault of LVMH stand out for both performance and longevity. Between the three of them, these CEOs have served for 50 years marked by strong performance.

Congratulations: You’re new to your organization, and the obligatory “meet and greets” are complete. You have met your team, your supervisor has conveyed expectations, your office is organized and—most important—you now know how to get to and from the coffee machine. The euphoria of getting the new job is over; now, what do you do?

Implementing 6S, the lean strategy for reducing waste and optimizing efficiency in a manufacturing environment, is more than just creating work protocols that people must follow. Because that’s the thing about people: If they don’t know the “why,” they are less likely to buy in to any initiative, especially one that requires significant changes in the way they work and think, simply because they “must.”

Organizations worldwide stand to lose an estimated $9 billion in 2018 to employees clicking on phishing emails. We hear about new phishing attacks regularly from the news and from our friends. So why do so many people still click? NIST research has uncovered one reason, and the findings could help CIOs mount a better defense.

Requirements are the information that best communicates to an engineer what to build, and to a quality-assurance manager what to test.

A requirement has three functions:
• Defines what you are planning to create
• Identifies what a product needs to do and what it should look like
• Describes the product’s functionality and value

‘Culture” is one of those business-speak words that’s used a lot, but for a good reason—having the right one is the key to unlocking your company’s quality potential. On the other hand, nothing will overcome a poor culture. Do you know which you have? We explored these issues during the Aug. 10, 2018, episode of QDL.

Founded in 1947, in Veles, Macedonia, BRAKO produces parts and components used in medical devices, road sweeper trucks, airport ground equipment, forklift accessories, metal-welded constructions, small hydro plants, telecommunications shelters, and antenna towers.

As manufacturing finds its way through the 21st century, there’s a groundswell change emerging. Organizations are jockeying for competitive position as they endeavor to describe this phenomenon. Industry 4.0, the fourth industrial revolution, and the industrial internet of things (IIoT) are a few terms being tried on for size. Although the current transition is enabled by technology, there is a timeless underlying impetus: productivity.