I can’t count how many times during the past 20 years I’ve heard executives complain that their people aren’t enthusiastically participating in their lean program.

Most leaders would attest that true collaboration—the pooling of knowledge, perspectives, and brainpower of talented people—is a desired yet often elusive outcome.

Do you find yourself muttering, “I hate my job” every day when you wake up? Have you been saying that for more than a month straight? Are people starting to avoid you because you’re a downer to be around?

In this age of rapid technological innovation, the introduction of sophisticated technologies in various industries has raised complex ethical dilemmas.

During my 29 years of working with leaders and managers, I’ve rarely heard any of them say, “I’m so excited about doing the performance reviews for my team.” They see it as another “elephant” in their schedule. 

Life goals. Bucket lists. “One day I’ll ....”

Starbucks’ implementation of artificial intelligence coffee makers¹ offers a simple and ideal case study that can illustrate the synergy between efficiency, wages, profits, and inflation.

The success run theorem is one of the most common statistical rationales for sample sizes used for attribute data.

I’ve observed that ISO management system audits have remained largely unchanged, even after the advent of ISO 19011:2018, the auditing standard that superseded ISO 19011:2011.