Since its emergence, industrial-organizational psychology has been required to adapt to market trends, industry demands, and the increasing capabilities of technology in order to remain competitive; a challenge within an increasingly globalized market. The issue of globalization has been a “hot topic” for years, and remains one of the top challenges for related fields, including human resources management (Vorhauser-Smith, 2016) and has been identified by leading I-O practitioners as one of the key future directions for our field (Silzer & Cober, 2010). Moreover, with the increasing need for a cross-cultural understanding of organizational phenomena, those in academia are also recognizing the importance of global considerations in both the design and application of research. As a result, globalization has become a key consideration within our field for both research and practice, and should become formalized within graduate students’ learning and experiences. We present this column to encourage more holistic and globally aware graduates in I-O.

Neuroscience equipment is expensive and can be intimidating, which in turn discourages many from taking an organizational neuroscience approach to their work. Buying neurotechnologies for your research lab or company doesn’t have to be a scary undertaking. Knowledge is power, and just as Consumer Reports helps people buy a range of products, in this issue our conversation aims to support an informed investment in neurotechnologies.

For those of you with excellent memories, you’ll recall I mentioned in the last column I would discuss the Sustainable Development Goals in this issue’s column, as they were recently installed in September, 2015. However, being the savvy TIP reader you are, you’ll also recognize that a wonderful feature article was published last edition, not only explaining the SDGs but also identifying some key ways that I-O psychologists can get involved in the accomplishment of these goals (Foster et al., 2015). As such, it seems a bit redundant to talk about the SDGs in this column, and so we will move to another topic, with the potential for revisiting the SDGs in a future installation after some results and reports have been generated.

Our discipline is deeply rooted at the intersection of psychology and business. Plainly, without business,¹  industrial-organizational (I-O) psychology as we know it would not exist. In a small irony, for those of us who received our education in a department or school of psychology, little instruction or knowledge related to business may have been imparted. Thus, unless we learned it on our own or were fortunate enough to have former business experience, many of us left graduate school lacking in basic business acumen. A lack of business acumen can have a major influence on many facets of our professional life, and it can impact our credibility and success as practitioners when we are required to speak the language of our clients and understand their businesses.

For this issue of the International Practice Forum, we reached out to our colleagues in Australia to give us some insight on what the industrial-organizational psychology landscape looks like. In Australia, it is more commonly referred to as organizational psychology. Past Chair Peter Zarris and current Chair Tim Bednall of the Australian Psychological Society College of Organisational Psychologists provide us with an overview of the strategic aims of the college, ongoing progress, and potential opportunities.