Artificial intelligence takes shape

We are creating an intelligence that is external to humans and housed in the virtual economy. This is bringing us into a new economic era—a distributive one—where different rules apply.

People aren’t powerless in the face of new technologies; the future of work is up to us.

In an open letter to business leaders, a Harvard Business School professor and a learning engineer at the Chan Zuckerberg Initiative present an emphatic case to make learning a corporate priority.

Artificial intelligence is poised to disrupt the workplace. What will the company of the future look like—and how will people keep up?

As the workplace changes, so must education and training. Exciting experiments are under way—but are they enough?

Working on health works. It’s good for your people and for your bottom line.

Sustained performance over the long term and successful transformation in the near term require many of the same ingredients.

It takes more than a discounted health-club membership to move the needle on employee well-being.

Rudeness and bullying are rife, says Stanford professor Bob Sutton. Wise leaders figure out how to fix their teams and organizations; and they start by taking a long look in the mirror.

Organizations are more likely to innovate and thrive when they unleash the potential of individuals and the power of self-organizing teams, says the online retailer’s CEO.

The general manager of people and culture at Australia’s Origin Energy explains why it’s important to go beyond top-down objectives and targets.

Three snapshots demonstrate areas of change and opportunity.

Consumers are willing to pay more for choice in their interactions, yet most companies remain perplexed about which ones their customers really want—and how much to charge for them.

Many consumer-packaged-goods companies are placing too many bets. Greater simplicity and agility increase the odds of higher performance.

Portfolio strategists need to look beyond economic development when eyeing new investment.

The technique can provide important insights to many companies operating under uncertainty.

Corning’s Silicon Valley technology chief shares how to stay creative over the long haul, drawing on 40 years of experience.