A few months ago I visited a potential customer, a high-tech startup, which like many Boston-area tech companies is developing astounding products that would have been considered science fiction only 10 years ago.

Every day, quality leaders face a variety of production and process issues. Although some problems are easy to fix, others require deeper investigation, such as using a 5 Whys analysis or fishbone diagram.

When we step into a complex organization—whether in manufacturing, healthcare, or finance—we often find ourselves navigating a sea of competing truths. Everyone seems certain they see the problem clearly. Yet somehow, solving it feels harder than it should.

Salespeople are getting older. Buyers are getting younger. You have a disconnect.

Nobody likes change. I know if you do anything that changes my routine in the morning, my whole day is whacked. We all hate change. Heck, most of us hate getting change at the grocery store because of all those coins.

Keeping quality high in today’s fast-moving production world is a big challenge. Traditional quality checks have worked well, but they can be slow, require a lot of work, and are prone to mistakes.

What happens when workplace colleagues land on opposing sides of an external competition? Henning Piezunka, an associate professor of management at Wharton, tac

The medical device industry is growing. Data from KPMG predict that global annual sales will rise by 5% per year to reach just under $800 billion by 2030.

I ’ve been skiing in Vail, Colorado, one of the best skiing areas in the world, for more than 50 years.

My story begins with Hurricane Milton, one of two tragic hurricanes to hit the west coast of Florida last year. Milton went right over Sarasota, where I live part of the year. It was a devastating storm; tree and plant debris still remain on the sides of many roads.