Wharton management professor Peter Cappelli is routinely asked to predict the future of work.

In a 

Paul was sitting in his office staring at production numbers from the past quarter. Despite having a great team, strong customer demand, and state-of-the-art equipment, the factory’s performance wasn’t meeting expectations.

In April 2018, the U.S. Food and Drug Administration (FDA) approved the first artificial intelligence-powered diagnostic system, a software program used to detect diabetes-related vision loss.

For me, the future is all about learning and teaching. Learning new ideas or disciplines fascinates me. Interconnecting those experiences and disciplines and creating new ideas to share with others through teaching is even more exciting.

We live in a world where problems aren’t just growing—they’re evolving into ever-more complex challenges. During the 20th century, we pushed the boundaries of innovation, creating complicated systems that demanded structured problem-solving approaches.

Audits and inspections are critical components of industrial safety management. These processes help organizations ensure compliance with legal requirements, identify risks, and improve workplace safety and operational efficiencies.

In the world of operations and quality management, the pressure to act quickly can feel overwhelming. Senior executives are constantly racing against time to meet customer demands, solve problems, and keep shareholders satisfied.

In the rapidly evolving business landscape, the momentum toward policies mandating a return to the office (RTO) is gaining traction.

So much has changed since I walked onto the Gaithersburg, Maryland, campus of the National Institute of Standards and Technology (NIST) almost three years ago to begin my term as its director and U.S. Commerce Undersecretary for Standards and Technology.