"...What significant changes do you
foresee for the next decade – in the ways we will take advantage of the coming
opportunities?" KM, Utah "...What significant changes do you
foresee for the next decade – in the ways we will take advantage of the coming
opportunities?" KM, Utah
THE INDUSTRY ADVISOR
THE DECADE OF CHANGE
By Gene Levine - www.genelevine.com
Everyone is entitled to their opinions and, based on my
experiences, here are mine for the next decade. One thing I won’t have to guess on is
that in today’s rapidly changing business climate if you think things are tough now, "you ain’t seen nothing yet!"
First and foremost will be satisfying the customer and to do that companies will have
to undergo much change. The following changes will be the most notable ones;
þ Management will work for the people instead of the other way around:
"We/They" relationships will vanish. Management will finally understand that in order to get the job done their job will be to work for the people who, for example, operate the machines, rather than the way it is now. Employees working in collective think-teams will be apprise management on what they need to do the best job for the customer. Management, will do its job, satisfy those employee requests thereby improving customer satisfaction.
þ With or without their customer’s help, tomorrow’s winners will succeed in anticipating their customer’s wants and needs and be better prepared to deliver faster, at less cost and with higher quality then their competitors.
In order to plan closer to their customer’s actual needs, the biggest manufacturers will be even have more direct access to their customers daily, even hourly sales figures. Smaller manufacturers will succeed with information gathering and forecasting in a different way. To give these smaller companies a lead over their competition, they will have finally trained their computers to make the most economical and timely customer-responsive cuttings, based on sophisticated mathematical models interpreting massive data bases.
þ Companies will spend what’s ever needed, in time and dollars, to develop their people asset.
Training will no longer take a back seat to other business needs. Our industry will finally realize that continuously developing its people asset will return far more than the dollars invested. Dollars spent on training and development will constitute about 2 to 5% of total gross wages (still lower than most other industries but, much better than today’s zero-dollar training budgets).
þ Everything that’s measurable will be measured and when people don’t cut it, they’ll be gone. . .period:
"Do" will replace "Talk." Companies will no longer be able to protect the jobs of sub-standard performers because they will have learned that losers tend to drag a whole company down. The rationale is that customers want service, quality and low costs; not excuses. Because customers will have no vendor loyalty, empathy for the losers in the company will also be zero. If one vendor can’t serve the customer, the customer can and will go somewhere else (the whole free-world will be their market). As a result, companies will develop fairer termination policies. Once they terminate a loser they will do their best to find them employment – with their competition.
þ Companies will always be improving everything because everything can always be improved:
The methods of buying and other lessons learned from Wal-Mart’s success will . . .
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