During the 14 years I’ve run my firm, I’ve heard a polite “No, thank you” more times than I can count. That’s fine. Rejection, especially when it’s quick, enables me and my team to spend our time on more fruitful conversations.

Did you know that shutdowns, turnarounds, and outages (STOs) can consume up to 50% of a plant’s annual maintenance budget?

The European Union has taken a leading role in shaping a variety of data and AI regulations.

These are new times for manufacturers. Global pandemics. Worldwide supply-chain disruptions. Steep price increases for parts and materials. Increasingly competitive global markets.

Facility teams are constantly balancing urgent repairs, preventive tasks, asset tracking, and compliance, all while ensuring smooth day-to-day operations.

Many countries face the reality of demographic aging: Fertility is plummeting and people are living longer. This raises critical challenges for the labor market, healthcare, and long-term care markets, as well as retirement systems and financial planning.

Readers of my blog might be aware that I appreciate the nuances of cybernetic constructivism. Cybernetic constructivism rejects the idea that we have access to an objective reality. It doesn’t deny that there’s an external reality independent of an observer.

When artificial intelligence burst into mainstream business consciousness, the narrative was compelling: Intelligent machines would handle routine tasks, freeing humans for higher-level creative and strategic work. 

In statistics class we learn that we can reduce the uncertainty in our estimates by using more and more data.

Health systems across the country are unknowingly paying multiple times for the same medical equipment—once to own it, and again to rent it. The issue isn’t always an increase in clinical demand; it’s often availability and visibility to medical device inventory.