Frontiers

Companies must develop the capacity to accurately assess the execution of purpose-driven strategies on ESG goals.

Craft a plan for the last 100 days before a CEO’s departure to ensure a smooth leadership transition.

New research points to the potential of professional development training for boosting teams’ collaboration skills.

Code reuse is common, but leaders must be aware of potential vulnerabilities to mitigate exposure to risk.

Deciding whether to pay up when cybercriminals hold data hostage may depend on choices made long before an attack.

Research finds that having supportive colleagues in the workplace is key to feeling less isolated when working from home.

Using differential privacy to safeguard personal information when sharing data still requires a high level of expertise.

The internet giants control vast stores of data — and that may limit innovation at other companies.

When we rely on machines to make decisions, we substitute data-driven calculations for human judgment.

Deconstructing jobs into tasks reframes the talent problem from one of supply to one of demand.

Articulating an emotionally engaging higher purpose for their companies helps leaders drive innovation.

Tools used for rapid prototyping can speed product development when used for idea generation.

Retailers should analyze customers’ preferences before deciding how to optimize their delivery networks.

In-store technology promises a better customer experience — and fuel for improved retail analytics.

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.