Developers of many new AI solutions produce statistics showing that the tools make critical decisions with greater accuracy and efficiency than humans. But managers tasked with evaluating these applications need to peel back the layers of developers' performance claims and focus on the ground truth used to train and validate the AI tool. This article explains what ground truth is, how to identify it for a given tool, and how to understand the implications for tool quality.

Innovating under time pressure can be extremely difficult. Traditional brainstorming to generate ideas often leads teams to curtail open ideation and narrow their focus to a single design approach too quickly. The authors report on a study in which teams that used rapid prototyping tools to explore diverse possibilities during the ideation phase completed a design challenge more successfully than teams using the conventional approach.

The world of hackathons brings the study of balancing high-speed, creative autonomy and administrative control to bear in many interesting ways for managers across different industries.

Jeff Davis, director of Space Life Sciences Directorate at NASA, has been working for several years to raise awareness amongst scientists and researchers in his organizations of the benefits of open innovation as a successful and efficient way to collaborate on difficult research problems regarding health and space travel. Despite a number of initiatives, SLSD members have been skeptical about incorporating the approach into their day-to-day research and work, and have resisted Davis's and his strategy team's efforts. The (A) case outlines these efforts and the organization members' reactions. The (B) case details what Davis and the SLSD strategy team learned, and how they adapted their efforts to successfully incorporate open innovation as one of many tools used in collaborative research at NASA.

Jeff Davis, director of Space Life Sciences Directorate at NASA, has been working for several years to raise awareness amongst scientists and researchers in his organizations of the benefits of open innovation as a successful and efficient way to collaborate on difficult research problems regarding health and space travel. Despite a number of initiatives, SLSD members have been skeptical about incorporating the approach into their day-to-day research and work, and have resisted Davis's and his strategy team's efforts. The (A) case outlines these efforts and the organization members' reactions. The (B) case details what Davis and the SLSD strategy team learned, and how they adapted their efforts to successfully incorporate open innovation as one of many tools used in collaborative research at NASA.