When businesses talk about customer experience, the conversation almost always focuses on the end user. That’s understandable, but dangerously narrow.

Small to midsize manufacturers are facing mounting pressure from unpredictable supply chain disruptions.

It’s called “work” for a reason. Most days we’re able to “work” through it and find enjoyment in what we do. But occasionally we’re faced with a grind that saps our strength and threatens to derail us.

Promoting a “flat hierarchy” with fewer layers of managers might sound modern and progressive. It promises agility, equality, and empowerment.

Simulations still can’t predict precisely when an earthquake will happen. Still, with the incredible processing power of modern exascale supercomputers, they can now predict how they will happen and how much damage they will likely cause. 

Software selection, implementation, and ongoing maintenance are critical stages in the life cycle of biomedical software systems such as asset and calibration management platforms.

At Ramirez & Co., a midsize business with decades of wins, leadership thought its biggest challenges were competitors, technology, and the market. Close, but no cigar.

In my Labor Day article, “Celebrating Our Frontline Scapegoats,” I observed that of the seven wastes, the one most people recognize is defects.

Organizations today face a problem that’s both simple and enormous: They operate in a world that moves faster than the systems used to track it.

Most metals found in nature are actually in their oxide forms.