Teams | Collaboration | Customer Service | Project Management

We see enormous potential for AI to empower teams to work together more effectively and efficiently.

Think of something new you’ve done lately at work. Something that felt easier. Was it an A.I. suggestion, helpfully predictive text, or an app integration that just worked? Maybe a blocker vanished just as an automated workflow emerged. That’s the future of work in action.

The authors of a Power and Prediction argue that to best utilize the predictive power of A.I., leaders should be able to answer three big questions about how the business will use it.

The pile-up of meetings at a company can slow progress. Here’s how to clear the lane so your teams can drive more meaningful results.

How Cisco, Reddit, YuLife, and TheSoul Publishing make room for productivity.

Empathy is tricky. In recent years, it’s become a sniffed-at, laughed-at, or memed trait. Still, leaders who do the work appear to hit their goals and see a boon in productivity, one of the most tangible business metrics.

Collaboration can drive stellar results. Here’s how to operationalize trust to make collaboration consistently successful—now and in the years ahead—even as the macroeconomic climate changes.

According to the Anatomy of Work Global Index, 79% of workers at collaborative organizations feel well-prepared to respond to challenges—four times higher than weak collaborators.

Times of crisis can trigger innovation—if leaders can guide the perception of a crisis, and if leaders understand how each team member responds to them. Study Abstract — Although a crisis provides room for creativity, organizations often suffer from creativity deficits in such a situation. Indeed, threat-rigidity theory suggests that an employee-experienced crisis may hinder employee creativity.

Whether your distributed workforce engages in real-time or asynchronous work—or both—research points to three systems that support it all. Study abstract: Collaboration is critical to organizations and difficult when work is distributed. Prior research has indicated that when individuals are distributed, organizations respond by structuring their work to decrease reciprocal interdependence, reduce the complexity of tasks that individuals perform, or accept moderate inefficiencies.