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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.

It is impossible to block negative emotions from the workplace. Whether provoked by bad decisions, misfortune, poor timing, or employees’ personal problems, no organization is immune from trouble. And trouble agitates bad feelings. However, in many workplaces, negative emotions are brushed aside; in some others, they are taboo. Unfortunately, the author’s research suggests that neither of these strategies is effective. Instead, insight and readiness are key to developing effective responses.

People are living and working longer — but companies are unprepared for the implications of that.

The 2017 Data & Analytics Report by MIT Sloan Management Review finds that companies that embraced analytics have begun to find new ways to derive strategic benefit from analytics.

Expectations of immediate responses to digital communications negatively impact productivity.

If handled well, conflicting demands in a business can be sources of creativity and opportunity.

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

The ability to monetize data — not hoard it — can offer competitive advantage in the digital economy.

Multinationals need to start viewing market intelligence as a strategic asset in emerging markets.

Responding to disruptive technologies may mean changing your company's organizational structure.