Operations P. 2

Digital technology has already upended the media and information sectors. It’s about to do the same to the manufacturing economy, and pave the way for what can be called the “pan-industrial” strategy.

As busy as they are, leaders need to find ways to observe fundamental work processes in their organizations. When they do, they usually discover that there are gaps between theory and reality in how works get done. Michael Morales’ experience — in which identifying and addressing such gaps led to his company saving $50,000 in just 60 days — is a case in point.

Any organization intent on surviving and thriving into the future must follow a disciplined approach to “flaring” and “focusing,” as it alternates between broadly imagining and vigorously challenging the possibilities.

Few questions in business are more powerful than “What problem are you trying to solve?” Leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. But stopping to ask this question doesn’t come naturally — managers must put conscious effort into learning a structured approach.

Projects can lose momentum if stakeholders grow skeptical. Here’s how to avert a ‘cycle of doubt.'

Near-term expectations for additive manufacturing techniques are overoptimistic.

The Chinese telecom company Huawei has used strategic partnerships to gain ground in Europe.

Blockchain technology offers a way to transfer not just information, but value.

Partnering with emerging-market startups is easier if four key factors can be addressed.

Talent management processes need a digital update, too.