News, Issues & Insights
Say it often enough and you’ll believe it, right?
When it comes to hiring the best talent, manufacturers are no strangers to negative self-fulfilling prophecies. Unfortunately, these become insurmountable roadblocks to building manufacturing operations with outstanding executive and management talent.
Manufacturers should divorce themselves from conventional wisdom that perpetuates paralysis, a 1950’s point of reference, and an underdog mentality. Take the advice given by “arm chair” experts for what it is: theoretical analysis and intellectual solutions usually untested in real life, oft-times an enabler for inaction or complacency.
Manufacturers are the Cubs of the economy. They have stepped up to the plate and met every challenge to remain competitive. Unlike the loyal throngs supporting the “next year” contenders, those who should be the biggest fans of manufacturing act more like the infamous “Billy Goat.”
Are companies still taking a ‘Sgt. Schultz approach’ to disaster recovery — “I know nothing, nothing”? Research from the META Group reveals that a mind-boggling number of companies may be aping the Hogan’s Heroes character’s modus operandi: 80 percent of large businesses do not have a comprehensive recovery/continuity plan. Due to size and scope of resources, small and medium size firms are likely to feel the reverberations from a crisis more intensely, making disaster recovery more important to long-term goals. But research found that only 35 percent of small and mediumsized companies had a plan in place.
Can the U.S. maintain its position as “top dog?”
Recently a global pharmaceutical company inflicted pain on the populace with an ad campaign delivering unpleasant, thought-provoking messages.
“Keep good jobs on U.S. soil” seems to be the rallying cry and heartfelt promise of every politician this election year. Manufacturers know these anger-inducing sound bites get print and face time but lack substance. They do little to communicate or deal with the complexities of business based in the U.S. that must operate in a global world.
It’s been said that knowing the cost of something is far different than knowing its value. This is especially true when it comes to safety. Whether a company’s culture is imbued with the value of safety depends on the attitude and message communicated by top management.
After a half century, few business initiatives remain as controversial as total quality management (TQM). Some regard it as an incredibly productive, transformational business tool. Others believe it analogous to “Alice in Wonderland.” Like the heroine of the Victorian-era classic, they fell down a rabbit hole, found the marmalade jar to be empty, and woke with a bump to a world of unusual characters and concepts — not a pleasant or productive experience.