Columns

Microsoft has launched a $50 million initiative to figure out ways to help AI “save the world.”

Some women who feel like they won’t “fit” a job description will talk themselves out of wanting it.

To facilitate speed, companies must design themselves to minimize obstacles to getting work done.

The “intangible assets” people bring to their jobs are valuable — but challenging to quantify.

Shareholders are just one group of stakeholders who matter. Suppliers and employees do, too.

Companies often compete as members of networks, making collaboration essential for getting work done.

Our digital world is rendering traditional intermediaries obsolete. Make sure you are not one of them.

It’s not smart to base any part of your strategy on what you see in the rear-view mirror.

When it comes to digital transformation, digital is not the answer. Transformation is.

Organizations need decision makers with central (and internalized) moral identities.

Digitization alone doesn’t make your company “digital” — but these five guiding principles can help.

Ideas that have anchored technological decision-making have become unsuitable for the emerging world.

Disrupting the status quo is often valuable, but taken too far, it can lead to ethical crises.

With people living longer than ever, there must be a way to promote regular education.

The future belongs to those who possess flexible talents, nerve, and personal speed.

In certain circumstances, managers are more responsive to suggestions from the opposite gender.

It pays to ask yourself whether your job is common and repetitive enough to be done by a machine.

The value of enterprise-level AI depends on what an organization’s people do with it.