Tags: APICS Inland Empire, APICS Inland Empire symposium, executive panel, people, robots, scalable, technp;ogy, transformation
As much as I’m seeing last month’s feature article on the bedrock topic of inventory continuing to ring true (clients are gaining more interest in reducing inventory levels to free up cash), the promise of technology (automation and robots) is enticing many clients to at least assess what they should be doing when it comes to the topic of the talent transformation. I cannot think of a client that doesn’t have some sort of a talent gap.
It appears as though this trend is only going to gain steam as more and more clients assess automation, AI, IoT and more to keep up with customer expectations, to try to address the squeeze on costs while also dealing with the lack of employees. As baby boomers retire (which I’m seeing at an increasing pace with some TOP talent), the gap is bigger than most executives realize. It turns out not all of the key information, decision-making capabilities and leadership abilities are easily absorbed by the next generation managers without a significant effort. What is worse is that if he/she gets fed up, you might not have a lengthy transition provided by the more dedicated baby boomers.
Our APICS Inland Empire Chapter had an executive panel discussion on just this topic at our spring symposium last April. I’m especially excited the vast experience of our diverse and experienced panel:
- Navin Shetti – Director of Engineering, Honeywell Aerospace
- Cindy Elliott – Global Go-to-Market Strategy, Manufacturing & Logistics, ESRI
- Paul Granillo – CEO, Inland Empire Economic Partnership
- Jerry Hsiung – Robotics expert, Carnegie Mellon & Harvey Mudd
- Jermaine Waltemeyer – Recruiter/ Practice lead, Aerotek
To throw out a few ideas this month, which will definitely be supplemented and expanded upon in future months…..
- Do NOT wait too long to consider which type of technology will add value to your ability to achieve your business strategy and objectives. Although there is something to be said about an organization that can perform manually, it will not achieve scalable, profitable growth in this Amazon-impacted business environment.
- With that said, do NOT be a blind follower of your Board’s or Executive Team’s ideas. I have heard from countless clients that they outsourced when it was popular. Some have turned out great whereas others made no sense, didn’t make money and didn’t improve service. Can you afford to make preventable mistakes in this fast-paced world? Most likely NO!
- Appreciate your hidden talent. 80% of the time, I find hidden talent at a client. They are typically underappreciated and utilized to 20% of their potential. If you’d like help in identifying them, contact us.
- Find your internal best practice processes. Again, I find clients under appreciate best practices of certain departments, individuals or sites and instead focus a bunch of attention on bench marking to the industry. Do you really want to be average in your industry?
Put some thought into your talent pool, where it will be in 5 or 10 years and whether you are proactively addressing your situation to create sustainable and scalable growth.