Essay

Despite advances in automation, good people and good techniques remain essential to manual work.

External innovation is a way to broaden your portfolio, not a substitute for internal innovation.

Jobs and workspaces can be designed to energize people through contact with the natural world.

Digital technologies have given rise to these new leadership imperatives.

Executives face a new ethical paradigm as technology reshapes value chains across industries.

Think you’re aware of the forces that might disrupt your company? Your lens may be far too narrow.

We’ve known for decades what causes disruption. So why are companies still so vulnerable?

Three reasons your words of wisdom probably aren’t worth very much.

Collisions between innovators and existing players are forcing executives to rethink their strategy.

A new species of disrupter has great products but offers even better experiences.

Disruption should not be the do-or-die strategy for startups, but a considered choice.

Disrupters are now going directly to consumers with products that compete head-on with incumbents.

To innovate and survive, organizations must develop core business skills in their digital talent.

Companies can no longer wait for traditional education to supply the skills needed for the future.

Learning at work is work, and we can make it easier.

To plan for change that will stick, leaders must first understand how employees adopt digital tools.

Blockchain is vulnerable in some ways that conventional systems are — and in ways all its own.

If companies want to compete with blockchain, they must first cooperate to develop standards.

Taboo or undiscussable topics can make it impossible for teams to function. But they can fix that.

Data and algorithms can mitigate gender bias in venture capital funding.