Historically, conventional wisdom among business managers was that the higher the quality, the higher the cost. This perception still holds true today among a few business managers.

For centuries, medical procedures, prescriptions, and other medical interventions have been based largely on experience—what is known about a set of symptoms.

In 2013, thousands of consumers in the United Kingdom (UK) and Ireland bought, prepared—and ate—beef lasagna, hamburgers, and frozen dinners. What they didn’t know is what they were actually putting in their mouths.

The life choices that had led me to be sitting in a booth underneath a banner that read “Ask a Philosopher” at the entrance to the New York subway at 57th and 8th were perhaps random but inevitable.

All day every day, throughout the United States, people push buttons—on coffee makers, TV remote controls, and even social media posts they “like.” For more than seven years, I’ve been trying to

Imagine there was a store where there were no prices on items, and you never knew what you’d pay until you’d picked out your purchases and were leaving the shop. You might be skeptical that the store would have any incentive to offer reasonable prices.

In the past, I’ve written about some of the myths of journey mapping. One of those myths is: Without a digital mapping platform, I can’t even begin to map.

Visioning beyond the customer is the responsibility of every person interested in a competitive advantage.

The role of quality starts with product design and moves rapidly across the supply chain to the selling and buying experience, which includes the bidding process.

“Although there’s an assumption that stress and pressure push employees to perform more, better, and faster, what cutthroat organizations fail to recognize is the hidden costs incurred.”