Read News, Information and Lessons for Industrial Engineers
Industrial Engineering Bulletin Board - Industrial Engineering Knowledge Center covering Productivity Management and Cost Management leading to Increased Revenue and Profit.
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What is New in Management Theory and Practice?
Management New Theories and Practices - 2026
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May 2026
The “supporting-character energy” is a humble, curious leadership style focused on understanding and advancing other people’s stories rather than one’s own. Leaders can cultivate it by practicing intellectual humility, asking better questions, and helping employees connect their work to their own values—a process shown to boost satisfaction, performance, and loyalty.
April 2026
Our research highlights how CIOs can rethink allocation—and redirect spending—to unlock maximum growth. https://mck.co/4dmqOa5
https://www.linkedin.com/posts/mckinsey_every-cio-knows-the-balancing-act-funding-activity-7445863082523824128-Ge5D
In a presentation for MIT Data Center Day, sponsored by the MIT Industrial Liaison Program, Oliver made the case that quantum computing is actively transitioning from a scientific curiosity to a technical reality — an indicator that it’s high time for organizations to dive in.
https://www.linkedin.com/posts/mit-sloan-school-of-management_4-guidelines-for-advancing-quantum-computing-ugcPost-7445836262625804290-grjv
Unfortunately, many workplaces promote manipulators. Here’s how you can deal when you have to work together. https://s.hbr.org/4tkUrgP
MIT Sloan School of Management
While many people think of artificial intelligence as an automation tool, MIT economics professor David Autor said it’s best to see it as a collaboration tool that amplifies employee skills instead of replacing them.
In a recent episode of the MIT Computer Science and Artificial Intelligence Laboratory (CSAIL) Alliances podcast, Autor and MIT Sloan principal research scientist Neil Thompson explored AI’s impact on jobs, the future of work, and productivity. Here are five insights from their discussion.
Learn more: https://lnkd.in/epM5KwQY
https://www.linkedin.com/posts/mit-sloan-school-of-management_what-2-mit-experts-are-thinking-about-ai-ugcPost-7445852390639054848-Z1we
aramco
We continue to harness advanced technologies to boost operational efficiency, foster innovation, and grow our digital capabilities, building toward a technology-driven future. Learn more
https://bit.ly/4rVwQCf
High-performing teams are comfortable sharing negative emotions with each other in addition to the positive ones. https://s.hbr.org/413tHVS
McKinsey People & Organizational Performance
While many organizations set out to improve performance, fewer than 25% achieve sustained impact.
Sarah Armstrong, Chief People Officer at Rolls-Royce, shares how the company transformed performance management across financial, operational, and people dimensions.
The breakthrough came from engaging the entire organization. Rolls-Royce anchored its transformation in three core principles: changing the whole system rather than isolated parts, connecting individual work to what it means to win as an organization, and tracking employee sentiment with the same rigor as financial results.
Our report on The State of the Organizations provides a holistic view of the 9 most important shifts businesses are grappling with and what leaders and their teams can do about them. ➡️ https://mck.co/4dbLBwU
MIT Sloan Management Review
Navigating today’s level of volatility demands not just agility but a willingness to rethink how we lead, plan, and adapt. Leading through chaos is about learning how to ride the storm — and helping our teams do the same. Consider 10 insights from researchers and executives who are experts in key aspects of leadership during uncertain and chaotic times.
Read the full article >> https://mitsmr.com/44j32aB
MIT Sloan Management Review
Values lie at the heart of effective leadership, serving as the foundation for decisions and organizational cultures. Yet in the lecture halls, meeting rooms, and offices where we teach leadership, we regularly see a muddiness around how to think about these core principles.
Individuals are often unsure about what constitutes a “value.” When asked to delve deep into personal moral codes and what it means to hold certain standards and ideals, people struggle to clearly convey what they believe and how their actions reflect these beliefs. In truth, we have found that people don’t spend much time thinking about what they stand for unless they face a crisis — by which point, they are unprepared to properly evaluate the possible trade-offs among competing values or the long-term consequences of decisions.
Values are shaped by mindset and choice. People can consciously identify what they value and purposely choose to prioritize it. Though there are many different types of values, some can bring joy and groundedness, whereas others can generate misery or at least difficulty. In practice, some values are destructive or dysfunctional to achieving the results we seek. Understanding why some values serve us better than others is a distinction that can set the course to our ultimate success or failure.
Here, we offer practical steps leaders can take to explore, evaluate, and refine their values to make better decisions and lead organizations toward success. We explain how leaders can develop actions, metrics, and checkups to confirm if they’re really following those principles.
Read the full article >> https://mitsmr.com/3Jzf183
Harvard Business ReviewH
๐ง Artificial intelligence is advancing quickly, but its real impact on productivity, jobs, and competitive advantage is still uncertain.
In this episode, MIT research scientist Andrew McAfee explains why we’re in a moment where “nobody knows anything” about how AI will ultimately reshape business—and what leaders should do anyway.
https://s.hbr.org/48bRWoI
March 2026
Why your AI Marketing usage is missing new growth opportunities
Think with Google
Joshua Spanier
Vice President, AI & Marketing Strategy
๐ง๐ต๐ฒ ๐ผ๐น๐ฑ ๐บ๐ฎ๐ฝ๐ ๐ผ๐ณ ๐บ๐ฎ๐ฟ๐ธ๐ฒ๐๐ถ๐ป๐ด ๐ด๐ฟ๐ผ๐๐๐ต ๐ฑ๐ผ๐ป'๐ ๐๐ผ๐ฟ๐ธ. ๐ช๐ฒ ๐ป๐ฒ๐ฒ๐ฑ ๐ฎ ๐ป๐ฒ๐ ๐ฐ๐ผ๐บ๐ฝ๐ฎ๐๐.
That’s why I am sharing insights from Norm de Greve, Chief Growth Officer at General Motors, in this week’s Frontier CMO newsletter.
February 2026
3.
CISCO AI Summit 3.2.2026 Today Live Stream
CII Institute of QualityBuilding People, Building India, through Quality
Confederation of Indian Industry (CII) Institute of Quality is hosting its 11th National Competition on Digitalisation, Robotics & Automation (DRA) - Industry 4.0 on 26-28 Feb 2026 through Cisco Webex.
Award Ceremony will be held in physical mode in Gurgaon / NCR & schedule will be shared later.
Key objective is to strengthen culture building on Intelligent Automation and implementation of Industry 4.0 / Digitalisation / Digital Transformation & engagement of employees in each manufacturing location, as well as at the organisation level, will impact on enhancing Bottom line / Profit. Overall the competition aims to support Government of India’s “Make In India", “Digital India " and “Viksit Bharat" campaign by enhancing the competitiveness of Indian Industry in the global market.
65+ Case Studies on Intelligent Automation / Smart Manufacturing / Industry 4.0 / AI / ML / Smart Services / Digitalisation / Innovation / Robotics or Robotics Process Automation (RPA) / BOTS will be presented by teams from Manufacturing & Service Sector Industry across India. Last date for submitting applications along with DRA Summary Sheet and Presentation is 20th Feb 2026. Click on below links for downloading Application Form, Summary Sheet and PPT templates:
AIM Research has just released this new report on Manufacturing Global Capability Centers (GCCs) in India.
McKinsey & Company
Bringing gen AI into people analytics shifts the focus from what models can produce to how much users can trust the answers. A deliberate, trust-first approach, starting small and anchoring AI in strong data, raises the bar for insight, context, and judgment.
Explore what this shift means for people analytics teams.
Recent research from the McKinsey Global Institute points that while more than half of US work hour
s could be automated, most skills remain relevant—applied differently and increasingly in partnership with AI.
For leaders, the priority is shifting skills: investing in AI fluency, judgment, and collaboration, and redesigning work so people and intelligent systems create value together. Explore the full report: mck.co/4q14OED
Harrington Emerson's Efficiency (Productivity Management) Principles (1911):
Planning - Standards and Schedules - Despatching - Standardized Conditions. - Standardized Operations.- Standard-Practice Instructions.
Despatching, like other principles, is a sub-division of the science of management, a part of planning.
Harrington Emerson's The Seventh Efficiency (Productivity Management) Principle: Planning and Despatching.
Lesson 346 of Industrial Engineering ONLINE Course - Productivity Management Module.
https://nraoiekc.blogspot.com/2013/10/chapter-9-seventh-principle-despatching.html
Planning - Standards and Schedules - Despatching - Standardized Conditions. - Standardized Operations.- Standard-Practice Instructions.
Despatching, like other principles, is a sub-division of the science of management, a part of planning.
Harrington Emerson's The Seventh Efficiency (Productivity Management) Principle: Planning and Despatching.
Lesson 346 of Industrial Engineering ONLINE Course - Productivity Management Module.
https://nraoiekc.blogspot.com/2013/10/chapter-9-seventh-principle-despatching.html
New research reveals five “blind spots” leaders routinely underemphasize, from accountability to competitive edge. Curious which behaviors separate momentum from real results?
1. Performance edge
2. Capabilities enablement
3. Decision making
4. Competitiveness
5. Accountability
Take a closer look.
2.
McKinsey & Company
Stepping into the CEO role means becoming the face, voice, and bridge to a whole new set of stakeholders, often overnight.
This guide breaks down how new CEOs can master the four W’s to shape a clear, confident narrative from day one. Read the playbook for navigating your firsts with intention. https://mck.co/4qOv6uA
1.
In 'Flash Teams: Leading the Future of AI-Enhanced, On-Demand Work,' Melissa Valentine explores how AI helps leaders assemble talent on demand, optimize workflows, and learn as projects evolve.
Take a look at how data-driven collaboration is reshaping teamwork. https://mck.co/3NEnnRr
Explore the five questions guiding reinvention-level change, and why they matter now. https://mck.co/3LRqg0n
The leaders who succeed rethink where value comes from, rewire how their organizations learn, and show up differently for their people.
January 2026
31
AI-enabled M&A
Imagine identifying 500+ potential acquisition targets in less than 24 hours.
By combining gen AI, semantic search, and deep company data, advanced scouting tools are helping acquirers prioritize the right deals faster, and turn insight into action. Take a closer look at what’s possible with AI-enabled M&A. https://mck.co/4akpDpE
27.
Prepare for four possible futures: sustained inflation, secular stagnation, a balance sheet reset, or the best outcome – accelerated productivity that restores global balance.
Only one path delivers lasting growth and resilient wealth.
Explore McKinsey Global Institute’s report for more: mck.co/outofbalance
Ahmet รmer Yฤฑlmaz
Senior Industrial & Mechanical Designer | Providing Design Services
Next-Generation Printing and Advanced Materials in 3D Printing
https://www.linkedin.com/posts/biomeryilmaz_robotics-automation-architecture-ugcPost-7421477820494909440-ArRF
Ankur Gupta
Chief Architect, Applied AI — Supply Chain Decision Intelligence (Inventory, Planning, Digital Twins) | Optimization + GenAI | Ex-Amazon/AWS/Flipkart
Applied AI in Supply Chain: Use a digital twin to improve supply chain performance
https://www.linkedin.com/posts/ankur-gupta-40897a_applied-ai-in-supply-chain-use-a-digital-activity-7421873222549286912-zZty
Ben Willis
End-to-End Supply Chain | People, Process, Tech & Data | Supply Chain Systems | Solution Design & Implementation | Consultant, Advisor, & Business Owner
Modern supply chains require deeper planning capability, disciplined execution, stronger analytics, and soft skills that keep teams aligned.
When improving capability, where does change actually get hardest?
#SupplyChainSkills
https://www.linkedin.com/posts/benjamintwillis_supplychainskills-activity-7421939892106166272-rluI
Parthiban Srinivasan
Production & Process Engineer | Supply Chain & Operations | Simplifying Lean, ERP & SCM through Real Examples
Supply chain platforms — o9, Kinaxis, Logility, Blue Yonder...
21.
72% of CEOs now act as primary AI decision makers, with "trailblazing" CEOs spending 8 hours/week on their own AI upskilling.
BCG AI Radar 2026, surveying 2,360 execs across 16 markets, including 640 CEOs.
16
EY - 5 must reads for the weekend before WEF - January 16, 2026
PepsiCo supply chain digital twins
?D๐ฎ๐๐ฎ ๐ด๐ผ๐๐ฒ๐ฟ๐ป๐ฎ๐ป๐ฐ๐ฒ
?L๐ฒ๐’๐ ๐๐ถ๐บ๐ฝ๐น๐ถ๐ณ๐ ๐ถ๐. ๐๐ฎ๐๐ฎ ๐ด๐ผ๐๐ฒ๐ฟ๐ป๐ฎ๐ป๐ฐ๐ฒ ๐ถ๐ ๐ณ๐ผ๐๐ฟ ๐๐ต๐ถ๐ป๐ด๐:
→ ownership
→ quality
→ access
→ accountability
The Evolution of Management Models: A Neo-Schumpeterian Theory Zlatko Bodrozic and Paul S. Adler, 2018
Related
14.
Will AI End Traditional Management In 1,000 Days?
By Kevin Kruse, leadership development & emotional intelligence.
Jan 13, 2026
Planning and Organizing for Value - McKinsey - Organize to Value System - 12 Critical Elements
By making bold, intentional choices across 12 critical elements, leaders can unlock real, measurable value.
4 tensions leaders must navigate when rolling out agentic AI
MIT Sloan School of Management
Thomas H. Davenport, a fellow at the MIT Initiative on the Digital Economy, and co-author Randy Bean outline AI investments that have paid off for Vanguard Group with an estimated ROI of $500 million.
January 14, 2026
Humanoid (SKL Robotics) has announced a strategic partnership with motion technology company Schaeffler to support real-world deployment of its humanoid robots.
Gmail with Gemini
https://blog.google/products-and-platforms/products/gmail/gmail-is-entering-the-gemini-era/
13
McKinsesy on Davos agenda this year.
Basic Marketing AI Agents in Multi-Marketing AI Agent Team
All Tata enterprises were expected to operate with ‘Tata values.’
One of the values was fairness to all stakeholders.
Another was the pursuit of excellence.
And a third, very dear to Mr. Tata, was respect for the dignity of all human beings.
Because that is how institutions are preserved, not by avoiding mistakes, but by refusing to stop listening. The courage to listen, consistently and personally, is what made Tata more than a group of companies.
The Learning Factory: How the Leaders of Tata Became Nation Builders Kindle Edition
by Arun Maira (Author)
When do you know it is time to move on from CEO of a company?
About the book
A CEO for All Seasons
10
Managing improvement in the activities under their direction and control is an important task of managers now.
Improvement Management of Performance Areas - Safety, Quality, Delivery, Cost and Productivity
A large body of work has grown around how processes can be developed, enhanced and generally improved. The area was started by F.W, Taylor in 1880's with his studies to increase productivity through determining appropriate speed at which machine tools have to be run and operators have to perform. Process studies had further contribution from Gilbreths in the form of process chart. H.B. Maynard and R.L. Barnes provided more detailed descriptions. Maynard developed the procedure of operation analysis. Processes are made up of operations. Operation analysis and improvement has to be a compulsory step in process improvement. Quality engineers and management persons also emphasized process based thinking and process improvement for quality improvement.
9
5 must reads for the weekend
EY
January 9, 2026
AI revolution is gathering speed. It is a fast revolution. In just three to five years, artificial intelligence, connected systems, and bold business models will flip the industrial world on its head.
Resetting the rules: AI’s role in the next Industrial revolution.
AI Maturity Progress Guidelines
New research by MIT CISR (MIT Center for Information Systems Research) researchers Stephanie Woerner, Peter Weill, Ina Sebastian, and Evgeny Kรกganer suggests that companies can advance in AI maturity by focusing on four factors: aligning AI investments with strategic goals; building modular platforms and data systems; synchronizing efforts to create AI-ready people, roles, and teams; and practicing good stewardship by creating transparent and compliant AI practices.
Experts — however knowledgeable in their field — aren’t immune to being wrong. As democracies turn to specialists to solve big issues, Professor Jonathan Bendor says non-experts should still hold them accountable.
7.
Five practical lessons to scale your data products
April 23, 2025 | Article
When it comes to data products, companies are operating much more along the single engine–single rail car model. The result is fragmenting data programs that fail to scale or generate the value that many had expected.
Data Products - A Better Way to Put Your Data to Work
Package it the way you would a product. by Veeral Desai, Tim Fountaine and Kayvaun Rowshankish (McKinsey).
From theHBR Magazine (July–August 2022)
Industry-Service Matrix for Autonomous Vehicle:
Framework Development and Empirical
Validation
SUN JUNG PARK AND CHOON SEONG LEEM
Department of Industrial Engineering, Yonsei University, Seoul 03722, Republic of Korea
The standalone and integrated value of digital twins and ancillary emerging technologies for enhancing supply chain performance
Vincenzo Varriale,Francesca Michelino &Moacir Godinho-Filho
Production Planning & Control
Hyperautomation as a Socio-Technical Paradigm: Integrating Robotic Process Automation, Artificial Intelligence, and Workforce Analytics for the Future Digital Enterprise
Dr. Elena Markoviฤ
University of Belgrade, Faculty of Organizational Sciences, Serbia
International Journal of Modern Computer Science and IT Innovations
2026-01 (Jan)-05
Agent Grant: From Identity Signals to Measurable Risk Reduction
Agent Grant in Qualys ETM Identity uses agentic AI to measure and reduce identity risk across AD, Entra, Okta & other cloud IdPs/IDaaS. It operationalizes identity risk by turning messy Active Directory & identity-risk signals into validated, prioritized, and closed-loop actions with proof of risk removed.
AI’s rapid shift from efficiency tool to growth engine in wealth management.
EY America’s Ugur Hamaloglu says the investment required means the technology has to drive client acquisition, engagement, and personalization.
JAN 06, 2026
6
4 Ways to Address Employee Discontent
Harvard Business Review
January 6, 2026
The latest AI news we announced in December
Google
January 6, 2026
Five Trends in AI and Data Science for 2026
From the AI bubble to GenAI’s rise as an organizational tool, these are the 2026 AI trends to watch. Explore new data and advice from AI experts.
Thomas H. Davenport and Randy Bean January 06, 2026
1. The AI bubble will deflate, and the economy will suffer.
2. More all-in adopters will create ‘AI factories’ and infrastructure.
3. GenAI will become more of an organizational resource.
4. Agentic AI will still be overhyped but will likely be valuable within five years.
5. Debate will continue over who should manage AI.
5
Value Creation Using AI - AI Skills Gap Issue
Boston Consulting Group (BCG)
January 5, 2026
BCG analysis shows that while 20% AI value from basic technology and infrastructure, 10% of AI value creation comes from advanced and improved algorithms, a striking 70% comes from redesigned and reengineered processes using the power of the new technology, people trained in the new technology, and change management (process specific education, attitude changes and training and skill development in the new processes).
4
What is Accessible Luxury? A product category.
5 must reads for the weekend
EY
January 2, 2026
Agents and the promise of the infinite digital workforce
AI Agents powered by GenAI, a digital workforce that can take action, learn on the job, and stay switched on long after the lights go out.
Rethink workflows, upskill teams, and make sure humans and machines start the year working in sync.
In brief
Effective adoption requires redesigned processes and employee upskilling for human-AI collaboration.
Key challenges include reliability issues like hallucinations and dependence on human supervision.
Feedback is vital to personal and professional growth, but it’s often difficult to deliver well. A powerful way to help is using a clear structure to keep the conversation fact-based and focused on solutions.
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Management New Theories and Practices - 2025
As we look back on 2025, here are some of the McKinsey Global Institute’s most illuminating charts – distilling a year of research across our core themes: https://mck.co/3Y49uOk
Our most-read Strategy & Corporate Finance articles unpack how the C-suite is leveraging AI, data, and purpose to stay ahead.
Our Most Essential Reads of the Year 2025
Boston Consulting Group (BCG)
The Top 10 Articles of 2025
MIT Sloan Management Review
December 14, 2025
In 2025, Organizations that enabled talent to adapt, grow, and lead are outpacing the rest in the AI era. Explore our top McKinsey People & Organizational Performance insights to see how the best leaders are building new mindsets and capabilities to empower humans at work. Best of 2025.
Interviews with Wharton faculty authors about their latest books in 2025.
30 Dec
L.P. What separates good CEOs from great ones? How, and when, they communicate.
L.P. The best new CEOs ask questions that reflect a powerful mindset shift: moving from personal performance to collective purpose.
First-in-the-nation AI law to support Responsible AI.
December 18, 2025 Faculty News
California vs. the deepfakes: How a Haas faculty member helped write first-in-the-nation AI law.
David Evan Harris, a UC Berkeley Haas professional faculty member since 2015 and a UC Berkeley Chancellor’s Public Scholar, took a lead role in drafting California’s AI Transparency Act of 2025 (AB 853). Introduced by Berkeley Assemblywoman Buffy Wicks and signed into law by Gov. Gavin Newsom on Oct. 13, this first-in-the-nation law requires online platforms to make it easier for users to discern whether content is authentic or AI-generated. The law, which takes effect in January 2027, applies to social media, search engines, and mass messaging platforms like WhatsApp and Telegram.
How Procter & Gamble Uses AI to Unlock New Insights From Data
P&G is now incorporating analytical, generative, and agentic AI to address a wide variety of business issues.
Thomas H. Davenport and Randy Bean December 17, 2025
Calm: The Underrated Capability Every Leader Needs Now
By making one or two deliberate shifts, leaders can strengthen their ability to stay steady when work accelerates.
Lynda Gratton December 30, 2025
I developed an eight-thread framework that captures the capabilities people rely on over long careers. Four threads relate to the capabilities, motivations, and skills specific to building productivity. The other four relate to what we do to nurture ourselves and those around us and are crucial to creating and maintaining harmony in our working lives.
Recently, I’ve been using a rating scale in workshops with executives to assess the current strength of their eight threads. The weakest thread is calm — the capacity and motivation to create space for reflection, center themselves, and protect the activities that restore their energy.\And yet, in every workshop, a small minority of attendees — typically around 10% — rate calm as their strongest thread. They are no less busy, no less driven, and no less accountable than their peers. I call them the calm minority. This article explores who they are and what the rest of us can learn from them.
In the calm minority, Calmness may be derived from three sources: heritage, personality, and experience.
Pathway 1: Calm From Heritage — Shaped by Context and Early Norms
Pathway 2: Calm From Personality — Temperament as an Internal Anchor
Pathway 3: Calm From Experience — Learned Through Exposure and Reframing
McKinsey Global Institute - Agents, robots, and us: Skill partnerships in the age of AI
November 25, 2025 | Report
Accelerating Manufacturing Innovation at Michelin With Data and AI
Thomas H. Davenport and Randy Bean August 25, 2025
Michelin Group currently has more than 200 AI use cases that support essential businesses and functions, including inspecting tires for defects and providing advance detection of stock shortages in its supply chain. Ambica Rajagopal, the company’s group chief data and AI officer, explains how Michelin is using artificial intelligence technologies in its manufacturing facilities and in areas like marketing and finance to improve its products and its workers’ experiences on the job.
Businesses face a choice: innovate or be eclipsed.
CEOs are turning to new venture opportunities to drive revenue growth and resilience, but how can they increase their chances of success?
The three building blocks of a successful venture factory.
May 27, 2025 | Article
Which chief risk officer archetype are you?
May 6, 2025 | Interactive
The tech landscape is shifting fast, and leaders are feeling the pressure to choose wisely.
This year’s Tech Trends Outlook highlights the frontier technologies poised to reshape business, and what it takes to scale them with trust and impact.
McKinsey Technology Trends Outlook 2025
July 22, 2025 - Report - Fifth edition
Don’t just finish the year strong. Finish with clarity.
McKinsey Strategy & Corporate Finance
December 10, 2025
By Carolyn Dewar, McKinsey & Company senior partner and co-author of two The New York Times bestsellers, A CEO for All Seasons: Mastering the Cycles of Leadership and CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.
Most leaders use December to close the quarter, manage urgent issues, and push for final results. But we have found the CEOs who consistently outperform use this month to make the choices that will define next year: sharpening priorities, shifting resources, and aligning their organizations so January doesn’t begin with a cold start.
Across our work with more than 200 high-performing CEOs, three year-end practices separate those who set the pace for the next 12 months.
McKinsey Global Institute
In a new Forward Thinking, Anu Madgavkar and Olivia White explore how boosting productivity through automation, AI, and workforce reskilling can help fill the work force availability gap.
Learn how leading organizations are navigating this shift and what American businesses can do
Leading the tech agenda as CIO. CTO. CDIO
Building a robust investment case is a baseline from which tech leaders can lead positive change in their organization toward resilience, productivity, and growth. To do this, you will need strategies to successfully scale gen AI and agentic AI, moving beyond compliance to driving measured impact.
The pressure is on, and the opportunities for tech leaders have never been greater. CIOs must assume the roles of chief orchestrator, builder, protector, and operator across the entire business. You must capture the value of new technologies, based on real-world observations. From starting with high-impact internal use cases, to optimizing prompts, building the right test environments, and putting effective governance systems in place.
The CEO shareholder letter: What they teach us about company culture
McKinsey Strategy & Corporate Finance
May 6, 2025
Two of this year’s most dog-eared shareholder letters I’ve heard CEOs talking about are: Jamie Dimon’s letter to JPMorgan Chase shareholders, and Andy Jassy’s letter to Amazon shareholders.
Cost Stories - How AI Powers Excellence
Boston Consulting Group (BCG)
November 6, 2025
Become a Stronger Negotiator.
Read the article included in the newsletter/
MIT Sloan Management Review
November 30, 2025
Six Keys to a Strong Culture
MIT Sloan Management Review
April 13, 2025
L.P. How two simple formulas help to START(!) improving an assembly line.
In serial production environments, two simple formulas provide clarity and guidance.
1.Takt Time (TT)
TT = Net available time per day / Demand per day
2. Number of Operators Needed
# of operators = Operator Cycle Time (OCT) / Takt Time (TT)
๐ OCT represents the time one operator needs to complete a full cycle to make one product.
Leading in a New Era
Columbia Business School
July 18, 2025
How Gen AI Can Reshape Your Role as a Manager
Harvard Business Review
July 16, 2025
GenAI Innovation: Colgate-Palmolive’s Lessons
MIT Sloan Management Review
February 16, 2025
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2024 Best Conversations of BCG
2022
Embracing the future of hybrid working
2020
Episode 41: How Can HR Help Shape the Reskilling and Learning Agenda? (Interview with Lynda Gratton)
15 September 2020
Lynda Gratton is a Professor of Management Practice at The London Business School where she directs Human Resource Strategy in transforming companies, which is considered one of the world's leading programs on Human Resources.
Lynda is also the founder of HSM, the research consultancy and has written extensively on the future of work, the role of corporations and the interface between people and organisations. Lynda's most recent book, The New Long Life, A Framework for Flourishing in a Changing World, was published at the end of May and we will talk a little bit about that in this episode. You can listen below or by visiting the podcast website here.
Theodore Kinni, Contributing Editor, MITSMR https://twitter.com/TedKinni
http://readingwritingmanagement.blogspot.com/
April 2019
One of the best tests of effectiveness of a social system is the number of ideas generated lower down and accepted higher up. - Bill Reddin
September 2018
7 daily habits of the best managers
August 9, 2018
Kristin Tyndall, editor
https://www.eab.com/daily-briefing/2018/08/09/7-daily-habits-of-the-best-managers
March 2018
The greatest people are self-managing -- they don't need to be managed. Once they know what to do, they'll go figure out how to do it. What they need is a common vision. And that's what leadership is: having a vision; being able to articulate that so the people around you can understand it; and getting a consensus on a common vision.
__________________
__________________
Among Planning, Organizing, Resourcing and Staffing, Directing and Controlling, directing activity can be minimized when you have greatest people in your team. Recruiting them is important. Once you have such people Managing can be planning, organizing and controlling the main events. The processes can be left to the people to figure out and execute. You don't have to micro manage things.
Jobs terms people with highest maturity of business processes and tasks as greatest people.
https://www.thriveglobal.com/stories/27110-a-young-steve-jobs-once-gave-this-priceless-leadership-lesson-here-it-is-in-a-few-sentences
https://www.forbes.com/sites/susankalla/2012/04/02/10-leadership-tips-from-steve-jobs/
https://blog.dcrworkforce.com/build-effective-team-steve-jobs
November 2017
Transformations by New CEOs
https://www.bcg.com/publications/2017/transformations-people-organization-that-work-why.aspx?linkId=44591301
27 August 2016
16 August 2016
Many companies spend more time looking inward. Check in your next internal meeting, record on one sdie each mention of an internal topic, such as financial or operational performance, plans, metrics, organization, employees, or culture. On the other side, record each discussion of an external topic, related to competition such as technology, innovation, purpose, testing, social media conversations, or topics related to customer, customers’ behaviors, needs, and wants. You will be surprised to see that internal topics dominate the external topics. Hence people spend more time in preparing for answering internal issues related questions and spend less time customers and competition. This is not a good way of allocating top management and middle management resources. At each meeting, the priority area is to be decided and adequate time is to be given to that area. There has to be balance in various activities of the organisation. This principle was given by Henri Fayol way back in 1920s.
https://www.bcgperspectives.com/content/articles/center-customer-insight-marketing-sales-why-companies-cant-turn-customer-insights-growth/
Values of Business Schools
Updated 30 March 2018, 12 November 2017, 20 October 2016, 27 August 2016, 18 September 2015
April 2019
One of the best tests of effectiveness of a social system is the number of ideas generated lower down and accepted higher up. - Bill Reddin
September 2018
7 daily habits of the best managers
August 9, 2018
Kristin Tyndall, editor
https://www.eab.com/daily-briefing/2018/08/09/7-daily-habits-of-the-best-managers
March 2018
Managing Greatest people - Steve Jobs
The greatest people are self-managing -- they don't need to be managed. Once they know what to do, they'll go figure out how to do it. What they need is a common vision. And that's what leadership is: having a vision; being able to articulate that so the people around you can understand it; and getting a consensus on a common vision.
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Among Planning, Organizing, Resourcing and Staffing, Directing and Controlling, directing activity can be minimized when you have greatest people in your team. Recruiting them is important. Once you have such people Managing can be planning, organizing and controlling the main events. The processes can be left to the people to figure out and execute. You don't have to micro manage things.
Jobs terms people with highest maturity of business processes and tasks as greatest people.
https://www.thriveglobal.com/stories/27110-a-young-steve-jobs-once-gave-this-priceless-leadership-lesson-here-it-is-in-a-few-sentences
https://www.forbes.com/sites/susankalla/2012/04/02/10-leadership-tips-from-steve-jobs/
https://blog.dcrworkforce.com/build-effective-team-steve-jobs
November 2017
Transformations by New CEOs
https://www.bcg.com/publications/2017/transformations-people-organization-that-work-why.aspx?linkId=44591301
Amoeba Management - Kazuo Inamori - Full Web Page on the topic with various links
http://global.kyocera.com/inamori/management/amoeba/27 August 2016
Why Companies Can’t Perceive Customer Insights and Can't Turn the limited Customer Insight into Growth
BCG Perspectives16 August 2016
Many companies spend more time looking inward. Check in your next internal meeting, record on one sdie each mention of an internal topic, such as financial or operational performance, plans, metrics, organization, employees, or culture. On the other side, record each discussion of an external topic, related to competition such as technology, innovation, purpose, testing, social media conversations, or topics related to customer, customers’ behaviors, needs, and wants. You will be surprised to see that internal topics dominate the external topics. Hence people spend more time in preparing for answering internal issues related questions and spend less time customers and competition. This is not a good way of allocating top management and middle management resources. At each meeting, the priority area is to be decided and adequate time is to be given to that area. There has to be balance in various activities of the organisation. This principle was given by Henri Fayol way back in 1920s.
https://www.bcgperspectives.com/content/articles/center-customer-insight-marketing-sales-why-companies-cant-turn-customer-insights-growth/
Values of Business Schools
Updated 30 March 2018, 12 November 2017, 20 October 2016, 27 August 2016, 18 September 2015
