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The rapid expansion of small unmanned aerial systems in the battlespace, as evidenced in Russia’s war in Ukraine, upends our traditional definition of air superiority. In a near-peer conflict, adversaries’ advanced systems would likely render untenable the US Air Force’s unblemished 70-year record of air superiority against crewed threats. In response, America and its Allies and partners must adapt and innovate, culturally and in how we organize, train, and equip our forces and in how we plan, execute, and command and control operations. Necessary adaptations include dispersed operations of both forces and headquarters and a reconception of delegating risk and decision authority. A balanced mix of high- and low-end capabilities is achievable if we are innovative at both the system and organizational levels.

Currently, job duties are massively transferred from in-person to remote working. Existing knowledge on remote working is mainly based on employees’ assessment. However, the manager’s perspective is crucial in organizations that turned into remote work for the first time facing sudden circumstances, i.e., SARS-CoV-2 pandemic. The main aim of our study was to analyze remote work effectiveness perceived by managers (N = 141) referring to three crucial aspects, i.e., manager, team, and external cooperation. We assumed the perceived benefits, limitations, and online working frequency as predictors of remote work effectiveness. Further, we analyzed the possible differences in remote work perception referring to different management levels (i.e., middle-level and lower-level). Our findings revealed a significant relationship between the benefits and effectiveness of managers and external cooperation, specifically among lower-level managers. Limitations, particularly technical and communication issues, predicted team and external cooperation effectiveness. The results showed remote work assessment as being socially diverse at the management level.

Despite its growth, Indonesia’s startup industry struggles with high failure rates; this industry relies on employee productivity and promoting new work methods that reshape modern workplaces. The study aims to examine the impact of new ways of working on employee productivity and work engagement in Indonesian unicorn startups post-pandemic while also observing the current situation using importance-performance analysis. The data analysis uses structural equation modeling (SEM) with partial least squares (PLS) and Smart-PLS software. This study analyzes survey data from 56 leaders of Indonesian unicorn startups. It delves into the complex relationships between these variables based on the leaders’ perspectives. According to the findings, new ways of working impact employee productivity (β = 0.521; p-value < 0.05), new ways of working impact work engagement (β = 0.856; p-value < 0.05), work engagement impact employee productivity (β = 0.379; p-value < 0.05), and new ways of working impact employee productivity through work engagement (β = 0.325; p-value < 0.05). The findings indicate that new ways of working significantly affect work engagement and productivity. It also identifies work engagement as a key driver of employee productivity. Interestingly, the effect of new ways of working on employee performance is also mediated by work engagement, highlighting the relationship between these factors.

To describe leaders' perspectives on what is important to create a meaningful daily life for older persons receiving municipal elderly care. This study combined the Participatory Appreciative Action Reflection approach and qualitative methods. Focus Group Discussions were performed with eighty leaders that was analysed with qualitative content analysis. One overall theme emerged \"We have to turn a transatlantic liner\". The leaders proposed a need to change from an institutional care to a more person-centered care approach on all levels of the healthcare system. This meant that everyone in the organization needed to think outside the box and find new ways to provide care to older persons. They needed to hire the right persons with the right values and knowledge. The leaders would need to provide for and support staff empowerment. There was also a need to see the older person and their relatives as co-participants. No Patient or Public Contribution.

Lieutenant General Jeth Rey is the Deputy Chief of Staff, G-6 of the United States Army. As a principal military advisor to the Chief of Staff of the Army and the Chief Information Officer (CIO), he is responsible for planning, strategy, network architecture, and implementation of Army command, control, computers, and communications (C4) systems. He also oversees cyber operations and networks for Army operations globally. In this ever-present, constantly evolving cyber battleground, the Army is relentlessly pursuing technological advantage by prioritizing capabilities such as the Electronic Warfare Planning and Management Tool (EWPMT), and by conducting realistic, demanding training and wargaming at all echelons and in joint environments. Maintaining the strategic high ground in the contested digital domain—which links Soldiers and battlefield sensors to command centers and weapons systems—requires a team effort. This includes leveraging the combined expertise of Soldiers, scientists, engineers, analysts, operators, and leaders across signal, cyber, and electronic warfare forces. A failure to build resilience, confidence, and trust hinders the accomplishment of the mission. If unprepared, commanders and lives are at risk when adversaries inevitably disrupt and deny access to the tools and spectrum upon which they depend. In a fight against a determined and sophisticated opponent, there is no certainty that these digital capabilities will always be accessible, here and now, in the most decisive moments of battle.