'The mouse is long overdue for reinvention.' Breakthroughs, discoveries, and DIY tips sent every weekday. Many of us subscribe to the old adage, "If it ain't broke, don't fix it." But what if that something was actually broken all along and we just didn't realize it? That's the argument presented in an upcoming issue of the journal by researchers from Nazarbayev University in Kazakhstan.

A clawlike contraption lurched forward, like a bird pecking at feed, to snatch dishes holding a faux-chicken cutlet and potatoes, then inserted them onto a metal track that snakes through a 650-degree-Fahrenheit oven. Seven minutes, some automatic food dispensers, and two conveyor belts later (with a healthy assist from human hands), my meal was sitting on a shelf of mint-green cubbies. It was a vegan fried-chicken sandwich, a cucumber salad, crispy potatoes, and a smattering of other sides. This is Kernel, a fast-casual venture that opened its first store, in Manhattan, this February. Its founder, Steve Ells, kicked off the lunch-bowl boom when he started Chipotle in 1993.

People in Texas sounded off on AI job displacement, with half of people who spoke to Fox News convinced that the tech will rob them of work. America is at a once-in-a-generation turning point around work: 70% of us are unhappy with what we do; three-quarters of us say we plan to look for new work this year. Altogether, 100 million Americans will sit down with someone they love this year and say, "I'm not happy with what I'm doing and want to do work that makes me happy." The problem: Most of the advice we receive around work is outdated, misguided or flat wrong. I've spent the last six years crisscrossing the country collecting hundreds of stories of Americans who made enormous changes in their work lives.

Does Ai solve more problems than it creates? Listen to the experts and vendors discuss the state of artificial intelligence these days, and one can be forgiven for feeling confused about what it takes to bring AI to the table in a realistic way. Is it a complex undertaking that requires profound planning, or something that is becoming inherent in just about every solution now available? Is it too hard to find talent to create AI, or is AI filling talent gaps? Is AI driving digital transformation, or does digital transformation spur AI adoption?

When Marc Randolph and Reed Hastings launched the world's first online DVD-rental service in California in 1997, it was far from the behemoth that Netflix is today. Customers had fewer than 1,000 titles to choose from, and they had to pay separately for every DVD they rented. The founders nearly sold the company to Amazon for around US$15 million, and when they tried to sell it to Blockbuster forUS$50 million a few years later, Blockbuster's CEO was reported to have said to Netflix, "The dotcom hysteria is completely overblown." Fast forward two decades, and the company now has more than 200 million subscribers around the world and more than US$20 billion in annual revenue. The simple answer is'reinvention' – a requirement that can present itself to any business, but which not all business leaders have the courage or forethought to embrace.

As advancements like digital humans, machine learning, robotic process automation and quantum computing fuse, captains of business will soon have the technological wherewithal to reach greater heights and fend off exogenous events says Ben Pring, chief futurist within Cognizant's Center for the Future of Work. The story of technology is the story of "stacks." From client/server and the Four Horsemen of the New Economy (Cisco, Sun, Oracle, EMC) to SMAC (social, mobile, analytics and cloud) to full stack, each wave of technology development and progress has been built on the interaction of different technologies that create something worth more than the sum of its parts. Now, a new stack is emerging with the potential to upend the IT industry again, in the way that new stacks always have, creating a new set of winners and losers in the process. The new stack -- DIGITALL -- is built on four key components: digital humans, machine learning, robotic process automation (RPA) and quantum computing.

Millions worldwide are being forced to face difficult decisions about their future. The "new normal" permeates regular conversations, and reinvention has become synonymous with daily life. The spirit of the American dream has seemingly been crushed with historic unemployment rates and decimated industries. And yet, despite economic ruin, digital innovators have arisen, leveraging this chaotic time of reinvention in order to develop novel solutions and technologies to fight back, repair and uplift the American spirit –– to keep the dreams that built this nation alive. Whether or not the American Dream exists today is a contentious topic.

The wait is over: artificial intelligence (AI) is here. And despite apocalyptic predictions about workers being replaced by intelligent machines, leading organizations are taking a new tack: actively searching for strategies to integrate AI into teams to produce transformative business results. These "superteams" hold the promise of enabling organizations to reinvent themselves to create new value and meaning, while giving workers the potential to reinvent their careers in ways that help increase their value to the organization and their own employability. For organizations that still view AI mainly as an automation tool to reduce costs, connecting their AI initiatives with their efforts to craft more effective teams is a first step toward enabling humans and machines to work together in new, more productive ways. The Readiness Gap: Fifty-nine percent of organizations say the redesign of jobs to integrate AI technology is important or very important for their success over the next 12 to 18 months, but only 7 percent say they are very ready to address this trend.

AI can be a valuable tool for upskilling and reskilling employees, but its use must align with an organization's culture and learning initiatives, according to experts. Data aggregators and AI analytics platforms are "key to helping a company plot a course for reskilling and upskilling," Larry Clark, managing director of global learning solutions at Harvard Business Publishing Corporate Learning, told HR Dive in a previous interview. But first, "companies must identify the future skills that will be needed for their businesses." HR leaders can accelerate the upskilling and reskilling process by making learning opportunities more accessible, he added. Creating a social enterprise built on purpose (a deepening of missions and values), potential (workers contributing in new ways), and perspective (in times of change, making bold decisions) can enhance a company's reinvention, according to Deloitte's report.

Dear C-Suite member, I have to ask: How do you define digital transformation, and what does it look like once you've digitally transformed? The truth is that everyone defines digital transformation differently, and as such, the end states are difficult to define. But what if I told you that most digital transformation roadmaps were no longer enough to compete for the future? In reality, digital transformation has become foundational. It's necessary that every organization embrace digital transformation to modernize infrastructure, operations and most importantly, performance.