Workplace stress, on the rise for decades, has been treated by many organizations as a personal issue instead of a business-critical risk that merits executive oversight.

Training investments are essential for improving worker and firm productivity, yet their implementation is often hindered by low participation rates and insufficient worker engagement.

The literature on communities of practice demonstrates that a proven way for senior professionals to upskill themselves in the use of new technologies that undermine existing expertise is to learn from junior professionals.

We examine how artificial intelligence transforms the core pillars of collaboration— performance, expertise sharing, and social engagement—through a pre-registered field experiment with 776 professionals at Procter & Gamble, a global consumer packaged goods company.

Governments have reformed public services by adopting private sector gover- nance models that grant top directors greater autonomy, responsibility for meeting key targets, and performance-based rewards.

For as long as there has been work, there has been a “future of work,” through humans’ ingenuity and drive to get things done easier, faster, and better.

By 2026, global corporate spending on wellness programs is set to top $94.6 billion, yet anticipated improvements in well-being are not being realized, and, in fact, mental health needs are continuing to rise around the world.

Organizations like GE, IBM, and Procter & Gamble (P&G) have long been touted as the classic "academy companies." Academy companies produce first-rate executives who populate their own senior ranks and also go on to lead other companies.

Despite the rapidly increasing prominence of data and analytics functions, the majority of chief data officers (CDOs) fail to value and price the business outcomes created by their data and analytics capabilities.