In a world of constant disruption, is consistent, sustained performance improvement even possible? We believe it is—and to get there, we suggest a path based on frontline workgroups adopting business practices—focused on new value creation—that aim to help both workers and companies get better, faster.

Stablishing a desired outcome doesn't necessarily put a workgroup on track to reach it. What can? Setting high-impact performance objectives and tracking their trajectory can help workgroups make trade-offs to accelerate them toward that shared outcome—and keep them from getting distracted by incremental gains.  

The Fourth Industrial Revolution is driven by the convergence of computing, data and AI. It is totally transforming the nature of business operations and the role of operations leaders, across industries. Those ready to take advantage of these changes will lead the revolution, not be driven by it.

Driven by accelerating connectivity, new talent models, and cognitive tools, work is changing. As robotics, AI, the gig economy and crowds grow, jobs are being reinvented, creating the “augmented workforce.” We must reconsider how jobs are designed and work to adapt and learn for future growth.

Frictionless, automated, personalized travel on demand—that’s the dream of the future of mobility. And the extended auto ecosystem's various elements are combining to realize that dream sooner than expected, which means that incumbents and disruptors need to move at top speed to get on board.