Issue 96, Autumn 2019

Aerospace businesses could benefit from sharing data about aircraft history, maintenance, and operations.

The metric was useful in simpler times, when companies were beginning to understand the importance of customer experience. But it’s time to replace it.

Once drivers become passengers, a new “fifth-screen” economy focused on the in-car experience will flourish.

Experiential learning approaches that give management students exposure to adversity can help create empathetic leaders who are motivated to build a more equitable, sustainable future.

Professor Jochen Menges on the ways companies can develop well-being initiatives that genuinely make people feel better.

Making decisions based on hard evidence requires a major shift in culture, technology, and mind-set.

The rise of connected, autonomous, shared, and electric vehicles will reshape the industry. The challenge in the meantime is survival.

Three key pay and performance metrics can help define and influence an organization’s values.

In his new book, Neil Irwin finds that people who succeed in management careers do so by trying new things, learning from failures, and embracing changes in direction.

In their new book on what makes high schools work, education experts Jal Mehta and Sarah Fine offer vital lessons for business leaders as well.

James Vlahos’s new book, Talk to Me, is a good starting point for exploring how voice computing could disrupt your business.

In his new book, Michael O’Sullivan looks to the past to find a future for the post-globalization world.

Jean-Dominique Senard, the departing CEO of Michelin and incoming chair of Renault and of the Renault–Nissan–Mitsubishi alliance, argues that the prevailing concept of corporate purpose needs an update.

Corporate social responsibility can be tricky, especially for multinationals. A new study lays out some guidance.