The future of flexible work will not be decided by floor plans or badge swipes. It will be decided by who gets to build the tools.

You finished the plan, you executed the work, and you know your team delivered results. But when it’s time to prove your budget request or show value to leadership, you struggle to give clear proof.

Most leaders you meet are losing almost a full workday every week to meetings that go nowhere. Same people. Same topics. Same problems. No real movement.

Something goes sideways at work—missed deadlines, bad customer feedback, you name it—and the first suggestion is, “We need training!” Sound familiar? It’s like reaching for a Band-Aid when what you really need is a lifestyle change.

A missed birthday. A forgotten anniversary. A milestone that goes unnoticed. These small slights from a manager may seem like no big deal, but new research from Wharton reveals that even the mildest mistreatment at work can affect more than just employee morale.

Increasingly, inspectors for the U.S. Food and Drug Administration (FDA) will evaluate your CMMS provider’s security controls—not just your internal procedures.

In today’s energy sector, regulatory complexity isn’t a temporary headache—it’s the new normal.

The digitalization of society during the last decade has created many opportunities for businesses and organizations.

The manufacturing industry is undergoing a transformation driven by rapid technological advancements, changing consumer preferences, and evolving regulatory frameworks.

When I first became involved in lean (continuous improvement), I was the VP of operations at a privately held company in the Midwest.