If ambiguity is a major problem within your manufacturing organization your leadership likely demonstrates cognitive dissonance with regularity. Hypocrisy at its most obvious, cognitive dissonance …
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Entirely too many leaders refuse to lead. The evidence? They refuse to sequence priorities and share the reasoning of that sequence with all employees to …
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To endure a manufacturing business must continually metamorphose into an organization delivering increasing value to all of its constituents. Why? Because the competition is not …
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Organizational structure is a strategic choice and should not simply default to “what we’ve always done.” Companies are often organized by skill set or primary …
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Saying your mission is to be the best at whatever it is that you do, using whatever technology you use, is meaningless to the outside …
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I hope you have a mission for why your manufacturing company exists, and that you have some kind of vision for what it should look …
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If your manufacturing business is not designed to ensure robust processes within speed, cost, quality, and agility parameters; if your business is not designed to …
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The aftermath of COVID-19 and the associated socioeconomic impacts have thrown ice water on the dreams of most manufacturers. Markets are gone; competitors are arising …
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To ingrain a new culture, and for many companies that is a culture of innovation, we know we must quit doing what we’ve always done …
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It might seem that competitive advantage is a good thing, a key to success. But not all are created equal. In fact, a competitive advantage …
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