Most doctors go into medicine because they want to help patients.

A few days after returning from a speaking engagement at the Innovate for Excellence Summit in Chicago last September, I spoke to Susan, an old classmate.

If you’re reading this, you probably read a lot. You’ve made your way through all our industry news, keeping tabs on trends in our feature stories and gleaning a greater understanding of your own business—at least we hope so.

How do you treat signs when you’re driving your car? Are you a strict rule follower? Does a stop sign cause you to come to a full stop, or a rolling stop, or no stop at all if you see no traffic?

W ithin the utility industry, regional entities increasingly focus on internal controls as a measuring stick for overall compliance performance.

Modern-day security breaches, such as the SolarWinds or T-Mobile attacks, aren’t one-off events; they are prime examples of how someone can steal your organization’s credentials and use them to gain illegitimate privileged access to sensitive assets.

Despite the clear benefits of hybrid work models, a significant number of managers still push for their teams to be back in the office.

All improvement efforts require a framework. No matter what we’re doing, we all need some way to align our efforts and focus on a specific objective. During my 50 years in this business, I’ve seen people use many different improvement frameworks.

This ain’t your daddy’s or mommy’s business world anymore. I’m sure you’ve figured that out already. First of all, people use cell phones. I keep reminding my father.

Asset maintenance isn’t just about fixing things when they break.