ByHBR.org
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The Economist takes an in-depth look at the future of cars. While some mean the motor industry’s fortunes are increasingly divided, in the right markets and with the right technologies, they look surprisingly bright. With that said, the Economist means that while consumers will be in heaven, an investment in the motor industry has to…
With the COVID-19 pandemic, we have entered a very strange time, a transformative time. Regardless of the immediate effects that are largely transitory (such as the rationing of certain products, the closing of restaurants and shops, and the recommendations and orders from authorities to stay in our homes); there will be real and significant changes…
ByHBR.org
Summary. Surveys are a pain to complete and, as a result, most people don’t invest much thought in filling them in, which means the information they give is low-quality and unlikely to provide strategic insight. Talking to customers and asking open-ended questions yields better results and in most cases your managers will not need to conduct…
I wrote the first version of this article two years ago and offered an updated version last year. I have had a great many people remark to me that it has helped them a great deal (which is the point, I guess.) I have also had several people give me some new ideas and, of course, I have had…
Okay, we know that ‘Operations types’ focus on production, yield, shipping/receiving of raw material, scheduling, and more production. They figure their job is to make product, and more product, and continue making product according to the Master Schedule (at the required yield level) in order to make their numbers for the day/week/month. And they are…
Fixing broken processes is the better choice for increased productivity and a more engaged workforce. “A bad system will beat a good person every time.” Dr. W. Edwards Deming One of my favorite quotes from Dr. Deming is, “A bad system will beat a good person every time.” This is one of the many lessons…
