Frontiers

Developments in enabling technology are opening up more use cases for virtual models of real-world objects.

Understanding patterns of demand across your customer base can help smooth out costly spikes and slumps.

Corporate leaders should put environmental, social, and governance issues at the center of the quarterly earnings call.

Leaders can manage large-scale change by helping employees adapt to new identities, not new tasks.

Crowdsourcing platforms produce more results when problem statements are crafted to engage participants.

When leaders ask employees to cross ethical lines, they risk reducing workers’ long-term performance.

Front-line manufacturing workers contribute more valuable ideas after they’re briefly assigned to other company sites.

Leaders must plan now for a workplace forever changed by COVID-19.

To gain business agility, leaders must deconstruct jobs into tasks and deploy workers based on their skills.

Collaborating remotely can improve creativity in ways that many teams didn’t realize pre-pandemic.

Collecting and analyzing the right employee data can help leaders build more equitable workplaces.

Recommendation engines promise to revolutionize how customers buy and employees work.

In B2B, pandemic-driven cost initiatives should be guided by an intense focus on customer value.

Boards will need increased technology fluency to provide adequate oversight of AI risk management.

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

By better integrating human and device intelligence, we can foster collective intelligence.

Past pandemics changed the course of history, but our knowledge economy may limit the impact of COVID-19.

Leading through difficult times requires agility to leverage the turbulence around you.

Employers could use surveillance tools — with constraints — to keep workers safe and healthy.

Managers face a choice: use technology to recreate employees’ former office work lives, or craft a new strategy.