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You’re gonna end up a big ol’ pile of them bones unless you follow our guide on how to beat this particularly tricky boss

Conflict escalates to a boiling point in the Game of Thrones prequel series

Console owners can now fly an X-Wing or an N1 Starship across Bethesda's open-world space game

Hoyoverse’s latest action RPG is in need of a good hook to keep players coming back

Giving a cold shoulder to a companion might nudge them into the warm shoulder of someone else.

The story of MitraClip, a device Dr. Oz helped invent to treat faulty heart valves, is a cautionary tale about the science, business and regulation of medical technology.

A search is underway on Indonesia's Sulawesi island for dozens of people feared missing after a deadly landslide at an unauthorized goldmine.

Logitech’s G309 goes hundreds of hours — or indefinitely.

Technological innovation, advances in remote work, and reshaped post-pandemic priorities have led to companies hiring fractional leaders, or part-time senior talent, to occupy key leadership roles. These leaders, who typically have 20 to 30 years of experience, blend strategic and functional leadership with a hands-on approach, and they offer their skills to multiple organizations, typically startups or small and medium-sized enterprises. The arrangement enables organizations to benefit from senior leadership without the expense and commitment of a full-time hire, and it allows senior executives both career flexibility and stability. This article looks at the pros and cons of fractional leadership and outlines three crucial conversations to have before engaging in this kind of arrangement.

If you want to move up the corporate ladder, you need to do more than meet deadlines and produce strong results. Employees who quickly move up often have an innovator’s mindset. These people ultimately position themselves as valuable assets by questioning assumptions and pushing their organizations to stay competitive. By consistently bringing fresh ideas to the table and demonstrating a proactive approach to problem-solving, they naturally attract the attention of higher-ups. Anyone can build an innovator’s mindset by embracing curiosity, engaging in continuous learning, and fostering collaboration among their team members.

AI offers many ways to enhance a company’s overall internal capabilities and skills. AI can be used to infer skills from employee profiles and their activity. AI can be used to classify learning content and make it more applicable and accessible for the whole workforce, as well as making learning more personalized to each individual. AI can be used to summarize, recommend, and augment learning content. GenAI, in particular, can be used by the world’s billion knowledge workers to boost performance, right in the flow of work. Research shows that GenAI can get knowledge work done 25% faster and 40% better. This article covers several ways that corporations, teams, and individuals can drive internal growth by enhancing organizational capabilities. Early signs are that double-digit growth via GenAI is eminently possible.

Family is one of the most important things in most people’s lives, across cultures and geographies. Yet, the idea that family can be motivational at work has been overlooked. Instead, in the past, family has been mostly seen as competing with work for an employee’s finite resources, like their time and energy. A large body of research on work-family conflict drew on this notion and illustrated how work and family domains create conflicting demands and interfere with one another. And yet, there’s another growing body of research that finds that family can play a role in motivation at work, boosting employees’ performance and inspiring them to do their best. This article focuses on that body of research, and discusses how organizations that embrace family at work stand to benefit from attracting and retaining employees who are highly motivated and engaged.

The leadership questions surrounding new Washington Post CEO Will Lewis serve as a case study in the challenges of bringing in an outsider to lead an organization, highlighting the importance of transparency and alignment with company values. This article offers three lessons leaders can draw from it — as well as advice on how the Post and Lewis can move forward.

As artificial intelligence (AI) becomes increasingly ubiquitous in business and governance, its substantial environmental impact — from significant increases in energy and water usage to heightened carbon emissions — cannot be ignored. By 2030, AI’s power demand is expected to rise by 160%. However, adopting more sustainable practices, such as utilizing foundation models, optimizing data processing locations, investing in energy-efficient processors, and leveraging open-source collaborations, can help mitigate these effects. These strategies not only reduce AI’s environmental footprint but also enhance operational efficiency and cost-effectiveness, balancing innovation with sustainability.

Some observers are beginning to question whether gen AI will produce enough value to exceed its costs. It can, but extracting economic value from gen AI requires several different types of disciplined capabilities. Unfortunately, most companies lack these. The good news is they can develop them. Specifically, companies should invest in behavioral change, controlled experimentation, measurement of business value, data management, human capital development, and systems thinking. Once these capabilities are in place, companies should focus on picking the right projects for gen AI. They should do this by 1) funding the responsible rebels, 2) choosing projects that are quick, practical wins, and 3) linking those projects to the company’s identity.

Guardian analysis shows web of agreements between Pacific countries and Australia, US and China, as experts raise concerns over rising militarisation

Report into ‘Jewellerygate’ scandal alleges former president involved in embezzlement of high-value gifts received from foreign leaders

Johnston, 54, faces up to five years in prison after pleading guilty to felony count of civil disorder from January 6 riot

The airline said there were no injuries and it was investigating the cause of the incident, after the flight landed safely at its destination in Denver

Exclusive: former PM says immigration benefits UK but controls are needed to ‘close off avenues’ for populists