There are two primary reasons why any business would change: Fear, or Opportunity. Today, how can any manufacturing business in North America not see a multitude of both threats and opportunities? Absolutely nothing is static.
The case for change surrounds us. It is not episodic. It is continuous and growing. It is not a management edict.
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The paucity of adequate contingency planning for our supply chains became apparent early in the COVID-19 emergency. Sensitivity analysis with contingencies is an active responsibility of supply chain management (SCM).
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It’s easy to lose focus on the important things as we bounce from one shiny object to another. These four questions will ensure your team is productive, effective, and enjoying working for the organization.
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Despite the fact that none of us can predict the future, all of us know some of what is coming. And most of us can make pretty good guesses about other approaching influences.
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Leaders are supposed to make the tough decisions. And the important ones. But everyone else should be capable of making good decisions as well, the decisions appropriate to their role in the organization. Here’s how to develop solid thinking when making decisions throughout your organization.
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It is very likely that your business model will have to change within a few short years. Here I share 3 quick examples to help you see what to look for. And little of it is internal to your business.
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I am writing a book under contract with Taylor & Francis. In doing so I am leveraging several of Alan Willett’s Lead With Speed insights — or Immutable Laws of Speed as he calls them. Learn why and how.
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Managers who delay necessary actions often do so out of a distaste for conflict. I’ll bet you can think of 2 or 3 decisions you should be making right now, but you’re hesitant to do so. Examine the reason why you delay the action you know you should take. Lack of confidence? Fear of handling it incorrectly? Being 2nd guessed by your boss?
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Your business will be most successful when you consider it a culmination of a series of races, some run simultaneously, and each one that you and your team must finish strong. Sometimes finishing may mean pulling up lame and preparing for the next race, sometimes it may mean making a significant course correction, sometimes it may mean changing your relay partners.
But you, and your business, can only win the race to your vision when in each effort you repeatedly Finish Strong.
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Business strategy, supply chain and operations strategy, mission, vision and core values are inextricably linked. If you didn’t realize that before you should now. This podcast explains the one big lesson you should take from this crisis and what to do next.
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