Change Management

Successfully managing through the turbulent times should include both short-term cash management for survival and addressing broader resiliency issues to ensure business viability on the other side

As we may see with the infrastructure plan, wanting results usually isn’t enough- management needs to allow for it.

Executives know instinctively that corporate culture matters in capturing value from M&A.

A lot of people know where they want to go or what they ultimately want to do but are put off by the ambiguous zone in-between their current and future states. It’s a scary place because we don’t know what’s going to happen on the way. Because it’s dark.

hen I worked for a large consulting firm, we were trained to recognize the most commonly occurring human biases that influence our judgements and those of our clients.

Simply put, change has to do with creating a downhill slope and giving the people a push. John Wooden once said, “When you improve a little each day, eventually big things occur… Don’t look for the quick, big improvement. Seek the small improvement one day at a time.”

Sustaining growth in existing markets is the number one concern among manufacturing companies, with new services and products leading the way. 

Should cost savings really be the benchmark of all benchmarks when analyzing success in the supply chain?

People love to solve problems. However, people will avoid problem solving situations when they are unsure of how to approach the issue. If we keep in mind the practical rules of problem solving, we shouldn’t shy away from any business puzzle.

For those industries that are particularly sensitive to asset utilization and opportunity costs, having the right operational strategy means speed, reliability, scalability and efficiency.