I had a great conversation with a friend of mine. He was bemoaning the fact that his company was almost completely dependent on one huge customer. He saw the inherent risks in that relationship but confessed that his organization had a bad habit it couldn’t kick.

Growing up in Pittsfield, Massachusetts, I witnessed firsthand the heartbeat of American manufacturing. I remember the hum of machines, the rhythm of assembly lines, and the pride of workers crafting products that powered industries across the nation.

I grew up outside Pittsburgh, widely known as “Steel City.” Although the city is no longer the center of steel or heavy manufacturing in America, its past remains a proud part of its identity.

It’s called “work” for a reason. Most days we’re able to “work” through it and find enjoyment in what we do. But occasionally we’re faced with a grind that saps our strength and threatens to derail us.

Promoting a “flat hierarchy” with fewer layers of managers might sound modern and progressive. It promises agility, equality, and empowerment.

Simulations still can’t predict precisely when an earthquake will happen. Still, with the incredible processing power of modern exascale supercomputers, they can now predict how they will happen and how much damage they will likely cause. 

At Ramirez & Co., a midsize business with decades of wins, leadership thought its biggest challenges were competitors, technology, and the market. Close, but no cigar.

In my Labor Day article, “Celebrating Our Frontline Scapegoats,” I observed that of the seven wastes, the one most people recognize is defects.

Organizations today face a problem that’s both simple and enormous: They operate in a world that moves faster than the systems used to track it.

Most metals found in nature are actually in their oxide forms.