As leaders, we say we want our people to be empowered to go out and make decisions. We say we’re OK with them making mistakes, and we’ll still support them making decisions on their own. But not really.

Welcome knowledge seeker! Do you feel dazzled and awed by the great potential of artificial intelligence (AI)? Perhaps hesitant or lost when terms like convolution, deep learning, or autoencoder are thrown around?

Struggling with underperforming team members while trying to maintain a positive work environment? To help navigate this delicate situation, we’ve turned to insights from CEOs and human resources managers.

From small family-run companies to tech giants, the business world is changing at an unrelenting pace.

Managers are commonly fed a diet of report-card data. These data have usually been aggregated into summaries, averages, and totals to characterize the big picture. As useful as such summaries can be, they can also be an obstacle to an effective analysis.

Whether you’re a small machine shop or a large multimillion-dollar manufacturing giant, there’s no doubt you use dimensional gauges to maintain the standards for quality in your production.

We’re constantly seeking ways to both improve our business but save money at the same time. That can lead to the dangerous dynamic of “I’ll do it myself.”

Data breaches and cyberattacks are things that small to medium-size manufacturers think won’t happen to them. Yet, according to the Verizon 2023 Data Breach Investigations Report, 43% of all cyberattacks are conducted against small businesses.

Leadership happens in groups, as does most work. Without followers, who and what are we leading? Given that, leaders must understand what groups need if they want to maximize performance.

At a time when Americans already owe more than